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What We Share Is Who We Are and What We Do: How Emotional Intimacy Shapes Organizational Identification and Collaborative Behaviors
Author(s) -
Sguera Francesco,
Bagozzi Richard P.,
Huy Quy N.,
Boss R. Wayne,
Boss David S.
Publication year - 2020
Publication title -
applied psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.497
H-Index - 88
eISSN - 1464-0597
pISSN - 0269-994X
DOI - 10.1111/apps.12208
Subject(s) - psychology , organizational citizenship behavior , interpersonal communication , organizational identification , operationalization , antecedent (behavioral psychology) , social psychology , identification (biology) , perception , organizational commitment , perceived organizational support , philosophy , botany , epistemology , neuroscience , biology
We focus on the concept of emotional intimacy among organizational members and investigate its influence on both their (a) perceptions and (b) behaviors. With regard to employees’ perceptions, we test whether it is organizational identification (operationalized as cognitive and affective identification with the organization) that influences emotional intimacy or the reverse. At the behavioral level, we investigate the interplay between employee emotional intimacy and organizational identification and their effects on employee interpersonal helping (OCB‐Is; interpersonal organizational citizenship behaviors) and interpersonal conflict (CWB‐Is; interpersonal counterproductive workplace behaviors). Based on a three‐wave panel study among nurses working in a public hospital, our findings show that emotional intimacy influences organizational identification, and it represents a unique antecedent of OCB‐Is and CWB‐Is.