Situational Strength as a Moderator of the Relationship Between Organizational Identification and Work Outcomes

Abstract

Organizational identification theory suggests that the extent to which employees perceive a sense of oneness with their employer positively influences their workplace attitudes and behavior. We investigated situational strength as a potential moderator by exploring the extent to which the relationship between organizational identification and employee outcomes is attenuated when employee discretion is restricted. In particular, we examined whether the workplace cues that signal appropriate conduct in strong situations would mitigate the potentially positive effects of organizational identification on job satisfaction and performance. Consistent with this perspective, results from a field study point to the notion that organizational identification has a more pronounced, positive influence on employee job satisfaction and performance when employees experience behavioral discretion (i.e., in weak situations) compared with situations wherein behavior is more externally controlled (i.e., strong situations). We discuss theoretical and practical implications, as well as suggest avenues for future research.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 28 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.