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Exploring Organizational Obstruction and the Expanded Model of Organizational Identification
Author(s) -
GIBNEY RAY,
ZAGENCZYK THOMAS J.,
FULLER J. BRYAN,
HESTER KIM,
CANER TURANAY
Publication year - 2011
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.2011.00748.x
Subject(s) - organizational identification , psychology , organizational commitment , perception , ambivalence , identification (biology) , perceived organizational support , organizational learning , social psychology , organizational studies , cognition , organization development , organizational behavior , knowledge management , computer science , botany , neuroscience , biology
We argue that perceptions of organizational support and obstruction will have unique implications for employees' cognitive association and disassociation with their employers. As expected, the results of 2 studies support the hypothesis that perceived organizational support is positively related to an overlap in individual and organizational identities (i.e., organizational identification). Further, perceptions of organizational obstruction predict cognitive separation in individual and organizational identities (i.e., disidentification, ambivalent identification, and neutral identification). Implications for research and practice are discussed.