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How Relational and Organizational Identification Converge: Processes and Conditions

Author

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  • David M. Sluss

    (Department of Management, Moore School of Business, University of South Carolina, Columbia, South Carolina 29208)

  • Blake E. Ashforth

    (Department of Management, W. P. Carey School of Business, Arizona State University, Tempe, Arizona 85287)

Abstract

Separate research literatures focus on the individual's identification with relationships, groups, organizations, and other workplace targets. We propose that identification with one referent may converge with or extend to another, thus suggesting the potential for more parsimonious perspectives on identification. We illustrate this argument by examining how the subordinate's identification with the subordinate-manager role relationship (“relational identification”) (RI) may converge with the subordinate's organizational identification (OI). We propose that convergence occurs through cognitive, affective, and behavioral mechanisms, including social influence, anthropomorphization, personalization, affect transfer, and behavioral sensemaking. We also propose that convergence is conditioned by task interdependence (inherent in the role relationship) and prototypicality (of the relational other). We discuss the implications of our convergence model for future research on multiple identifications.

Suggested Citation

  • David M. Sluss & Blake E. Ashforth, 2008. "How Relational and Organizational Identification Converge: Processes and Conditions," Organization Science, INFORMS, vol. 19(6), pages 807-823, December.
    • Handle: RePEc:inm:ororsc:v:19:y:2008:i:6:p:807-823
    DOI: 10.1287/orsc.1070.0349
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    References listed on IDEAS

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