Perceived external prestige and internal respect: New insights into the organizational identification process
By J. B. Fuller, K. Hester, Tim Barnett, Len Frey, Clint Relyea, D. Beu. 2006
406 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/ef60fcf96c071266ab15d12e1f06d54fa7084ab8
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In Organizational Behavior and Human Resource Management
Citations in the corpus
- Identification in Organizations: An Examination of Four Fundamental Questions (2008, background): “Indeed, some of the more common antecedents to OI listed above (prestige, distinctiveness, fairness, etc.) may be proxies for the effectiveness of internal and external communication tactics (Fuller et al., 2006).”
- The effects of the perceived external prestige of the organization on employee deviant workplace behavior: The mediating role of job satisfaction (2016, background): “The majority of the research examining organizational identification has been steered by social identity theory and its related body of literature relevant to group identification processes (Ashforth and Mael, 1989; Fuller et al., 2006).”
- Testing and extending the group engagement model: linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. (2009, neutral): “…been integrated into much organizational research and theorizing (e.g., Boezeman & Ellemers, 2007, in press; Dukerich, Golden, & Shortell, 2002; Ellemers, de Gilder, & Haslam, 2004; Fuller et al., 2006; Haslam & Reicher, 2006; Olkkonen & Lippo-nen, 2006; Sparrowe, Soetjipto, & Kraimer, 2006).”
- Reputation as a Benefit and a Burden? How Stakeholders’ Organizational Identification Affects the Role of Reputation Following a Negative Event (2016, background): “…self-esteem and opportunity for self-enhancement, which are heightened through the conferring of an organization’s positive qualities on stakeholders (Bhattacharya, Rao, & Glynn, 1995; Fuller et al., 2006; Kjaergaard, Morsing, & Ravasi, 2011; Mael & Ashforth, 1992; Smidts, Pruyn, & van Riel, 2001).”
- Revisiting How and When Perceived Organizational Support Enhances Taking Charge (2015, background): “Yet, more recently, researchers have entertained the possibility that even positive organizational attributes have “thresholds” beyond which their effects may become less positive (cf. Grant & Schwartz, 2011; Pierce & Aguinis, 2013).”
- Employees’ Social Context and Change-Oriented Citizenship (2013, background): “When employees believe that their organization provides resources to support new ideas, they feel more responsible for constructive change and provide suggestions for improvements (Fuller et al., 2006).”
- Respect in Organizations: Feeling Valued as “We” and “Me” (2017, background): “OBSE is “one’s belief about his or her self-worth . . . specifically within the context of the workplace” (Bowling, Eschleman, Wang, Kirkendall, & Alarcon, 2010: 601-602), and self-esteem is occasionally referred to as self-respect. Given the importance of the need for belonging, it is not surprisin”
- Linking perceived organizational support with employee work outcomes in a Chinese context: Organizational identification as a mediator (2014, background): “High status and respect are likely to foster organizational identification, and, in turn increase discretionary organization-supportive behavior (i.e., voice behavior) (Fuller et al., 2006).”
- Narcissistic Organizational Identification: Seeing Oneself As Central to the Organization's Identity (2015, background): “Indeed, the motivation to enhance self-esteem by aligning one’s identity with a positively evaluated target is a predominant theme in the organizational identification literature (Ashforth & Mael, 1989; Dutton et al., 1994; Fuller et al., 2006; Pratt, 1998).”