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The Dark Side of Organizational Identification: A Multi-Study Investigation of Negative Outcomes

After more than two decades of research on the positive side of organizational identification, researchers have begun to realize that it also has a dark side that needs immediate consideration. With support from social identity theory, the current study sheds light on the understudied role of the da...

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Autores principales: Irshad, Muhammad, Bashir, Sajid
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Frontiers Media S.A. 2020
Materias:
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7550469/
https://www.ncbi.nlm.nih.gov/pubmed/33132980
http://dx.doi.org/10.3389/fpsyg.2020.572478
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author Irshad, Muhammad
Bashir, Sajid
author_facet Irshad, Muhammad
Bashir, Sajid
author_sort Irshad, Muhammad
collection PubMed
description After more than two decades of research on the positive side of organizational identification, researchers have begun to realize that it also has a dark side that needs immediate consideration. With support from social identity theory, the current study sheds light on the understudied role of the dark side of organizational identification by investigating its indirect effects on (a) psychological entitlement, (b) unethical pro-organizational behavior, and (c) pro-social rule-breaking through externally motivated organizational citizenship behavior, taking leader–member exchange as a boundary condition. Two surveys were conducted to test the proposed moderated mediation model. Data for the study 1 was collected from employees (N = 356) working in the service sector (i.e., Universities, Banks and Telecommunication Organizations), whereas responses for study 2 were taken from employees (N = 259) working in the hospitality industry. A time-lagged research design was selected for both surveys to avoid common method bias. The results demonstrate that organizational identification leads to adverse outcomes in the form of psychological entitlement, pro-social rule-breaking and unethical pro-organizational behavior through externally motivated organizational citizenship behavior. Furthermore, a high-quality leader–member exchange relationship enhances these indirect effects of organizational identification. Several theoretical and practical implications, along with limitations and future research directions, are also discussed.
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spelling pubmed-75504692020-10-29 The Dark Side of Organizational Identification: A Multi-Study Investigation of Negative Outcomes Irshad, Muhammad Bashir, Sajid Front Psychol Psychology After more than two decades of research on the positive side of organizational identification, researchers have begun to realize that it also has a dark side that needs immediate consideration. With support from social identity theory, the current study sheds light on the understudied role of the dark side of organizational identification by investigating its indirect effects on (a) psychological entitlement, (b) unethical pro-organizational behavior, and (c) pro-social rule-breaking through externally motivated organizational citizenship behavior, taking leader–member exchange as a boundary condition. Two surveys were conducted to test the proposed moderated mediation model. Data for the study 1 was collected from employees (N = 356) working in the service sector (i.e., Universities, Banks and Telecommunication Organizations), whereas responses for study 2 were taken from employees (N = 259) working in the hospitality industry. A time-lagged research design was selected for both surveys to avoid common method bias. The results demonstrate that organizational identification leads to adverse outcomes in the form of psychological entitlement, pro-social rule-breaking and unethical pro-organizational behavior through externally motivated organizational citizenship behavior. Furthermore, a high-quality leader–member exchange relationship enhances these indirect effects of organizational identification. Several theoretical and practical implications, along with limitations and future research directions, are also discussed. Frontiers Media S.A. 2020-09-29 /pmc/articles/PMC7550469/ /pubmed/33132980 http://dx.doi.org/10.3389/fpsyg.2020.572478 Text en Copyright © 2020 Irshad and Bashir. http://creativecommons.org/licenses/by/4.0/ This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
spellingShingle Psychology
Irshad, Muhammad
Bashir, Sajid
The Dark Side of Organizational Identification: A Multi-Study Investigation of Negative Outcomes
title The Dark Side of Organizational Identification: A Multi-Study Investigation of Negative Outcomes
title_full The Dark Side of Organizational Identification: A Multi-Study Investigation of Negative Outcomes
title_fullStr The Dark Side of Organizational Identification: A Multi-Study Investigation of Negative Outcomes
title_full_unstemmed The Dark Side of Organizational Identification: A Multi-Study Investigation of Negative Outcomes
title_short The Dark Side of Organizational Identification: A Multi-Study Investigation of Negative Outcomes
title_sort dark side of organizational identification: a multi-study investigation of negative outcomes
topic Psychology
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7550469/
https://www.ncbi.nlm.nih.gov/pubmed/33132980
http://dx.doi.org/10.3389/fpsyg.2020.572478
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