Exploring Organizational Obstruction and the Expanded Model of Organizational Identification |
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| Authors: | RAY GIBNEY THOMAS J ZAGENCZYK J BRYAN FULLER KIM HESTER TURANAY CANER |
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| Institution: | 1. School of Business Administration, The Pennsylvania State University at Harrisburg;2. College of Business and Behavioral Science, Clemson University;3. Department of Management and Information Systems, Louisiana Tech University;4. Department of Management and Marketing, Arkansas State University;5. Jenkins Graduate School of Management, North Carolina State University |
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| 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. |
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