Details
| Original language | English |
|---|---|
| Pages (from-to) | 325-351 |
| Number of pages | 27 |
| Journal | Academy of Management Review |
| Volume | 45 |
| Issue number | 2 |
| Publication status | Published - 1 Apr 2020 |
| Externally published | Yes |
Abstract
How do employees respond to organizational identity threats? Despite its theoretical and practical importance, this question has had surprisingly little research devoted to it. In particular, evidence remains unclear as to whether organizational identity threats lead employees to disidentify with their organization (to protect their individual identities by distancing themselves from the organization) or, in contrast, whether they foster organizational identification and cohesion (to protect the identity of the organization as a whole by rallying around and defending the organization). Based on the integration of social identity theory and attribution theory, we develop a conceptual model that clarifies the process by which employees recognize organizational identity threats as challenging their individual identity, make sense of their underlying causes, and decide how to respond to them.
ASJC Scopus subject areas
- Business, Management and Accounting(all)
- General Business,Management and Accounting
- Business, Management and Accounting(all)
- Strategy and Management
- Business, Management and Accounting(all)
- Management of Technology and Innovation
Cite this
- Standard
- Harvard
- Apa
- Vancouver
- BibTeX
- RIS
In: Academy of Management Review, Vol. 45, No. 2, 01.04.2020, p. 325-351.
Research output: Contribution to journal › Article › Research › peer review
}
TY - JOUR
T1 - Standing together or falling apart? Understanding employees’ responses to organizational identity threats
AU - Piening, Erk P.
AU - Salge, Torsten Oliver
AU - Antons, David
AU - Kreiner, Glen E.
PY - 2020/4/1
Y1 - 2020/4/1
N2 - How do employees respond to organizational identity threats? Despite its theoretical and practical importance, this question has had surprisingly little research devoted to it. In particular, evidence remains unclear as to whether organizational identity threats lead employees to disidentify with their organization (to protect their individual identities by distancing themselves from the organization) or, in contrast, whether they foster organizational identification and cohesion (to protect the identity of the organization as a whole by rallying around and defending the organization). Based on the integration of social identity theory and attribution theory, we develop a conceptual model that clarifies the process by which employees recognize organizational identity threats as challenging their individual identity, make sense of their underlying causes, and decide how to respond to them.
AB - How do employees respond to organizational identity threats? Despite its theoretical and practical importance, this question has had surprisingly little research devoted to it. In particular, evidence remains unclear as to whether organizational identity threats lead employees to disidentify with their organization (to protect their individual identities by distancing themselves from the organization) or, in contrast, whether they foster organizational identification and cohesion (to protect the identity of the organization as a whole by rallying around and defending the organization). Based on the integration of social identity theory and attribution theory, we develop a conceptual model that clarifies the process by which employees recognize organizational identity threats as challenging their individual identity, make sense of their underlying causes, and decide how to respond to them.
UR - http://www.scopus.com/inward/record.url?scp=85076737787&partnerID=8YFLogxK
U2 - 10.5465/amr.2016.0457
DO - 10.5465/amr.2016.0457
M3 - Article
AN - SCOPUS:85076737787
VL - 45
SP - 325
EP - 351
JO - Academy of Management Review
JF - Academy of Management Review
SN - 0363-7425
IS - 2
ER -