The Role of Perceived Organizational Performance in Organizational Identification, Adjustment and Job Performance

By Abraham Carmeli, Gershon Gilat, David A. Waldman. 2007

607 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/99512b511e520422a796939f489809d5725b8b78

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Psychological Contracts and Organizational Identification: The Mediating Effect of Perceived Organizational Support (2011, background): “Notably, research indicates that organizational identification is positively associated with ratings of performance by supervisors, extra-role performance, and intent to remain ( Carmeli et al. 2007; Riketta 2005) as well whether employees elect to form a union (Blader 2007).”
How Does the Market Value Corporate Sustainability Performance? (2011, background): “CS can be demonstrated to have positive effects on employees’ motivation and morale, as well as on their commitment and loyalty to the company (Peterson, 2004; Brammer et al., 2007; Carmeli et al., 2007).”
CSR and financial performance: complementarity between environmental, social and business behaviours (2014, background): “As argued by resource-based view scholars, CSR is used to improve firm–stakeholder relationships and enhance the firm’s reputation among customers, employees, regulators and suppliers (Berman et al., 1999; Brammer and Pavelin, 2006; Carmeli et al., 2007).”
Consistency Matters! How and When Does Corporate Social Responsibility Affect Employees’ Organizational Identification? (2016, background): “…as being socially responsible overall, rather than their perceptions of specific CSR dimensions (e.g., CSR towards customers or community – e.g., Carmeli et al., 2007; Kim et al., 2010) or their attitudes toward volunteer programmes (i.e., opportunity to directly participate in CSR…”
Bridging corporate social responsibility and compassion at work (2014, background): “Most of these studies have focused on how employee perceptions of CSR influence organizational commitment, job satisfaction, organizational citizenship behavior (OCB), employee/organizational attractiveness, organizational reputation, and job performance (e.g. Aguilera et al., 2007; Carmeli et al., ”
Organizational identification: Extending our understanding of social identities through social networks† (2011, background): “All the prior studies that found prestige to be a strong predictor of organizational identification (e.g., Ashforth & Mael, 1989; Bhattacharya et al., 1985; Carmeli et al., 2006; Carmeli et al., 2007; Mael & Ashforth, 1992; Smidts et al., 2001) were for organizations not ranked and rated by external”
Understanding the work passion–performance relationship: The mediating role of organizational identification and moderating role of fit at work (2015, background): “These individuals will demonstrate a cooperative mode of operation and exhibit a great deal of effort (Carmeli et al., 2007).”
An organizational ethic of care and employee involvement in sustainability-related behaviors: A social identity perspective (2017, methodology): “At the same time, relatively little attention has been paid to the need to more directly and explicitly examine the relationships and the ways organizational-level influences shape such employee discretionary behaviors in the workplace (Aguinis & Glavas, 2012; Carmeli et al., 2007).”
Corporate social responsibility as a source of employee satisfaction (2012, background): “Carmeli et al. (2007) surveyed employees and supervisors from four companies in the electronics and media industry.”