The Relationship between Calling and Organizational Effectiveness among R. O. K. Air Force Officers - The Mediated Effect of Moral Duty and Organizational Identification and the Moderating Effect of Officer Group -

2019 ◽  
Vol 26 (1) ◽  
pp. 67-96
Author(s):  
Seong Soo Ham ◽  
◽  
Yoo Jin Ha ◽  
Young Woo Sohn
Keyword(s):  
Organizational Effectiveness ◽  
Air Force ◽  
Organizational Identification ◽  
Moderating Effect ◽  
Moral Duty ◽  
The Relationship

Employee response to CSR in China: the moderating effect of collectivism

2019 ◽  
Vol 48 (3) ◽  
pp. 839-863 ◽  
Author(s):  
Lifang Zhao ◽  
Jiman Lee ◽  
Sungok Moon
Keyword(s):  
Organizational Identification ◽  
Moderating Effect ◽  
Three Dimensions ◽  
Hierarchical Regression ◽  
Content Type ◽  
Multiple Dimensions ◽  
Workplace Attitudes ◽  
Strategic Csr ◽  
Corporate Social ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship between employees’ corporate social responsibility (CSR) perception and their organizational identification in a Chinese context. The moderating effect of employees’ collectivist orientation on the relationship between CSR perception and organizational identification is also examined. Design/methodology/approach Data were collected from 308 employees of 7 firms in Zhejiang Province, located in southeast China. Hierarchical regression analyses were utilized to test the hypotheses. Findings The results indicate that all three dimensions of CSR perception in this study, specifically, economic, philanthropic and strategic CSR perception, are strongly and positively related to the organizational identification of employees. Employees’ collectivist orientation positively influences the relationship between strategic CSR perception and organizational identification. In contrast, collectivist orientation negatively influences the relationship between economic CSR perception and organizational identification. However, no moderating effect of collectivism on the relationship between philanthropic CSR perception and organizational identification was found. Research limitations/implications The findings highlight the positive relationship between employees’ CSR perception and their workplace attitudes, shedding particular light on how employees’ personal values influence their responses to CSR in Chinese organizations. Originality/value This study extends the current understanding on the relationship between CSR and organizational identification. Particularly, the authors include multiple dimensions of CSR (economic, philanthropic and strategic CSR) in the research model, demonstrating that the link between CSR perception and organizational identification is influenced by employees’ collectivist orientation.

Organizational change and employee organizational identification: Mediation of perceived uncertainty

2013 ◽  
Vol 41 (6) ◽  
pp. 1019-1034 ◽  
Author(s):  
Jungsik Kim ◽  
Eugene Song ◽  
Seongsoo Lee
Keyword(s):  
Organizational Change ◽  
Organizational Identification ◽  
Moderating Effect ◽  
Employee Perceptions ◽  
Mediating Effect ◽  
Subjective Perception ◽  
Mediating Effects ◽  
Organizational Changes ◽  
Boundary Permeability ◽  
The Relationship

In this study we explored the relationship between organizational change and employee organizational identification by examining the mediating effects of perception of uncertainty. Considering the importance of an individual's subjective perception, we hypothesized that perceived pace and scope of organizational change would increase an employee's feelings of uncertainty, which would, in turn, result in stronger organizational identification. We also predicted that employee perceptions of boundary permeability between organizations would moderate the proposed relationships. Employees working in Korean firms participated in a survey to report on their experience of major organizational changes, their feelings of uncertainty, and organizational identification. The results of the analyses supported the proposed hypotheses: both the mediating effect of uncertainty and the moderating effect of boundary permeability. The managerial and theoretical implications of the findings are discussed.

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