Exploring Organizational Obstruction and the Expanded Model of Organizational Identification

Authors


Ray Gibney, School of Business Administration, The Pennsylvania State University at Harrisburg, 777 W. Harrisburg Pike, Middletown, PA 17057. E-mail: rfg14@psu.edu

Abstract

We argue that perceptions of organizational support and obstruction will have unique implications for employees' cognitive association and disassociation with their employers. As expected, the results of 2 studies support the hypothesis that perceived organizational support is positively related to an overlap in individual and organizational identities (i.e., organizational identification). Further, perceptions of organizational obstruction predict cognitive separation in individual and organizational identities (i.e., disidentification, ambivalent identification, and neutral identification). Implications for research and practice are discussed.

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