Exploring organizational obstruction and the expanded model of organizational identification

Ray Gibney, Thomas J. Zagenczyk, J. Bryan Fuller, Kim Hester, Turanay Caner

Research output: Contribution to journalArticlepeer-review

32 Scopus citations

Abstract

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.

Original languageEnglish (US)
Pages (from-to)1083-1109
Number of pages27
JournalJournal of Applied Social Psychology
Volume41
Issue number5
DOIs
StatePublished - May 1 2011

All Science Journal Classification (ASJC) codes

  • Social Psychology

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