Employee attachment in the short and long run. Antecedents and consequences of situated and deep-structure identification

Michael Riketta*, Rolf Van Dick, Denise M. Rousseau

*Corresponding author for this work

Research output: Contribution to journalArticle

Abstract

This article discusses the distinction between situated (i.e., temporary and limited) identification and deep-structure (i.e., enduring and multi-faceted) identification with organizations. Research in the social identity tradition suggests that managers can foster employees' situated identification by emphasizing (a) organizational successes, (b) competition with other firms, (c) employees' shared features, and (d) personal and organizational distinctiveness. Repeated exposure to these identity reinforcers can turn situated identification into deep-structure identification, especially when employees trust the organization and derive particularistic resources from it (e.g., recognition, information, status). This article concludes with the positive and negative consequences of deep-structure and situated identification for (a) the acceptance of organizational change, (b) reactions to threats to organizational status, and (c) temporary work relationships.

Original languageEnglish
Pages (from-to)85-93
Number of pages9
JournalZeitschrift für Personalpsychologie
Volume5
Issue number3
DOIs
Publication statusPublished - 25 Jul 2006

Keywords

  • Organizational change
  • Organizational identification
  • Social identity

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