Identifying organizational identification as a basis for attitudes and behaviors: A meta-analytic review.
verifiedmedium profile · Psychological Bulletin · 2015
Lee, Eun-Suk; Park, Tae-Youn; Koo, Bonjin
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
The findings we extracted from this work, normalized into Principia’s relationship form (X → Y). Each feeds the synthesized models below.
organizational identification → organizational citizenship behavior ocb
Models this article informs
The meta-analytic priors this article contributes evidence to — its place in the broader synthesis.
organizational identification predicts organizational citizenship behavior ocb
organizational identification predicts task performance
In the authors’ words
The article’s own abstract.
Organizational identification has been argued to have a unique value in explaining individual attitudes and behaviors in organizations, as it involves the essential definition of entities (i.e., individual and organizational identities). This review seeks meta-analytic evidence of the argument by examining how this identity-relevant construct functions in the nexus of attitudinal/behavioral constructs. The findings show that, first, organizational identification is significantly associated with key attitudes (job involvement, job satisfaction, and affective organizational commitment) and behaviors (in-role performance and extra-role performance) in organizations. Second, in the classic psychological model of attitude-behavior relations (Fishbein & Ajzen, 1975), organizational identification is positioned as a basis from which general sets of those attitudes and behaviors are engendered; organizational identification has a direct effect on general behavior above and beyond the effect of general attitude. Third, the effects of organizational identification are moderated by national culture, a higher-level social context wherein the organization is embedded, such that the effects are stronger in a collectivistic culture than in an individualistic culture. Theoretical and practical implications of the findings and future research directions are discussed.
What the literature says about it
Attributed, open-access quotes from other works that cite this article, plus the citation-graph verdict tally. Corroborations and disputes, in one place — the honest-broker view.
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Assembled from Principia’s registry — bibliographic record, extracted effect sizes, the models they inform, and open-access citing literature.