Toward a contingency framework of interpersonal influence in organizational identification diffusion
AbstractDrawing from the social information processing approach, the authors develop a contingency framework that captures organizational identification (OI) diffusion through two key interpersonal influencers, supervisors and expert peers. In two multi-level studies in two countries, results consistently show that supervisors’ and expert peers are important influencers of OI diffusion because their OI is positively related to frontline employees’ OI. As the focal employee’s organizational tenure increases, the lateral OI transmission from expert peers grows stronger while the downward OI transmission from supervisors grows weaker. Work-group OI diversity weakens both the downward and the lateral transmission. A time-lagged analysis further validates the temporal order of these processes. OI in turn predicts frontline employees’ objective performance. The authors discuss theoretical and managerial implications.
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Bibliographic InfoArticle provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.
Volume (Year): 118 (2012)
Issue (Month): 2 ()
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Web page: http://www.elsevier.com/locate/obhdp
Organizational identification; Social identity theory; Social influence; Multilevel analysis;
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