The Relational Ecology of Identification: How Organizational Identification Emerges When Individuals Hold Divergent Values
研究了一家社会责任零售公司，发现当员工对组织价值观看法不同时，管理者通过整合方案、去除或常规化意识形态等做法，既能促进认同也能引发疏离，提出了认同的关系生态模型。
This research builds on theory about how identification develops when members differ in which organizational values they hold to be important. It is relatively well established that conflict and dis-identification arise under such conditions. In the socially responsible retail company I studied, in contrast, I found identification as well as dis-identification. Both outcomes emerged from members' interactions with others whose values and behaviors differed from their own. Identification arose when managers interpreted and enacted organizational values for frontline employees by developing integrative solutions, removing ideology, and routinizing ideology. Dis-identification developed in the absence of these practices. The resulting process model suggests a relational ecology of identification, in which identification emerges from the combination of bottom-up interactive processes among organizational members and top-down interpretations and enactments by managers. This model advances understanding of the relational dynamics of identification, offers new insight into how organizations can benefit from multiple identities, and illuminates the double-edged sword of ideology in organizations.