ANTECEDENTS OF DUAL ORGANIZATIONAL IDENTIFICATION AMONG MNC SUBSIDIARY MANAGERS: AN EMPIRICAL TEST.

2005 ◽  
Vol 2005 (1) ◽  
pp. U1-U6
Author(s):  
Davina Vora ◽  
Tatiana Kostova ◽  
Kendall Roth
Keyword(s):  
Organizational Identification ◽  
Empirical Test ◽  
Mnc Subsidiary ◽  
Subsidiary Managers

Leader Prototypicality and Displayed Power in the Police: An Empirical Analysis of the Impact on Leader Endorsement and Trust

2017 ◽  
Vol 13 (4) ◽  
pp. 483-497
Author(s):  
Faye Barth-Farkas ◽  
Antonio Vera
Keyword(s):  
Experimental Study ◽  
Organizational Identification ◽  
Empirical Test ◽  
Regression Analyses ◽  
Main Study ◽  
Organizational Behaviour ◽  
Different Types ◽  
Negative Effect ◽  
The Impact ◽  
Positive Effect

Abstract The aim of this article is to advance scholarly knowledge on the impact of leader prototypicality and displayed power on leader endorsement and trust in the police. Drawing on theoretical arguments from psychology and organizational behaviour, we develop eight hypotheses and submit them to an empirical test. In a pre-study, we explore what characteristics are prototypical of police leaders. Based on these findings, we develop vignettes describing different types of police leaders and administer these in an experimental study using a between-subjects design. Our sample consists of 34 German top-level police leaders for the pre-study and 142 German mid-level police leaders for the main study. Regression analyses provide evidence for a positive effect of leader prototypicality on leader endorsement and trust, a positive moderating effect of organizational identification on these relationships, and a negative effect of displayed power on leader endorsement and trust.

A Multi-Level Study on the Organizational Identification of MNC Subsidiary Employees

2013 ◽  
Vol 2013 (1) ◽  
pp. 11605
Author(s):  
Adam Smale ◽  
Ingmar Björkman ◽  
Mats Ehrnrooth ◽  
Sofia John ◽  
Kristiina Mäkelä ◽  
...  
Keyword(s):  
Organizational Identification ◽  
Mnc Subsidiary ◽  
Multi Level

Centralization and Effectiveness of Reward Management in Multinational Enterprises

2018 ◽  
Vol 17 (2) ◽  
pp. 55-65 ◽  
Author(s):  
Michael Tekieli ◽  
Marion Festing ◽  
Xavier Baeten
Keyword(s):  
Decision Making ◽  
Social Identity Theory ◽  
Multinational Enterprises ◽  
Role Identity ◽  
Management Decision ◽  
Role Identities ◽  
Management Decision Making ◽  
New Perspective ◽  
Subsidiary Managers ◽  
The Relationship

Abstract. Based on responses from 158 reward managers located at the headquarters or subsidiaries of multinational enterprises, the present study examines the relationship between the centralization of reward management decision making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization versus localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision making.

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