Organizational Identification
Phillip Tompkins was one of the first to use the phrase 'organizational identification' and is a pioneer in the study of organizational communication (Tompkins, 2005). Simon (1947) has also been given credit for establishing organizational identification in theory and scholarship. Notions of organizational identity started with broader thinking about self-identity and identification in general. After a number of years of research into identity and identification in organizations, Cheney and Tompkins (1987) clarified the application of these concepts in organizations.
Cheney and Tompkins (1987) state that identification is "the appropriation of identity, either (1) by the individual or collective in question or (2) by others. Identification includes "the development and maintenance of an individual's or group's 'sameness' or 'substance' against a backdrop of change and 'outside' elements." Salient symbolic linkages (through communication) are important to identification, identification is a process, and the nature of a particular individual's or group's identification with something is continually changing (1987). Identification, to organizations or anything else, is "an active process by which individuals link themselves to elements in a social scene" and identifications help us make sense of our world and thoughts and help us to make decisions (Cheney, 1983). The process of identification occurs largely through language as one expresses similarities or affiliations with particular groups, including organizations (Cheney and Tompkins 1987, Cheney 1983).
Organizational identification (OI) is a form of organizational control and happens when "a decision maker identifies with an organization desires to choose the alternative which best promotes the perceived interests of that organization" (Cheney and Tompkins, 1987). Other authors have defined OI as an alignment of individual and organizational values (Pratt, 1998), as well as the perception of oneness with and belongingness to the organization (Ashforth & Mael, 1989). OI has been researched as an individual’s view and classification of self in terms of organizational membership (Rousseau, 1998). Social identity theory has combined the cognitive elements of OI described above with affective and evaluative components. For example, emotional attachment, feelings of pride, and other positive emotions that are derived from organizational membership have been incorporated in the operationalization of OI.
O’Reilly and Chatman (1986) conceptualized OI in terms of affective and motivational processes. They argued that OI arises from attraction and desire to maintain an emotionally satisfying, self-defining relationship with the organization. Perhaps the most comprehensive definition of OI would conceptualize it as a perceptual link to an organization. This link is established by employees through various cognitive and affective processes that occur as employees and an organization (including all its constituents—co-workers, supervisors) interact. While the widening of OI helps to discover additional sources and processes via which OI can be established, it also complicates the distinction between OI and other constructs— namely, affective organizational commitment —in IO psychology research.
Read more about Organizational Identification: Why Is Organizational Identification Important?, Differences and Similarities Between OI and Affective Organizational Commitment, Measures of OI, Organization Identity and Identification and Management Control, Future Research and Applications, See Also