[an error occurred while processing this directive] [an error occurred while processing this directive]
[an error occurred while processing this directive]

Shelley Brickson
Organizational Behavior PhD

Dissertation Chair: Prof. K. Valley

Organizational Identity Orientation: Making the Link between Organizational Identity and Organizational Behavior

At every level of analysis, identity defines what an entity is and plays a critical role in guiding its behavior. It determines what entities are and do. One of the most important aspects of identity is that it shapes how entities relate to others. Yet virtually no research exists to explore the link between organizational identity and how organizations relate to the entities with whom they interact.

In this project, I apply to the organizational level a versatile and parsimonious identity construct called "identity orientation," shown to be useful at the individual level of analysis. I suggest that organizations, like individuals, can possess individualistic, relational, and collectivistic identity orientations. In the case of an individualistic orientation, organizations are defined as individual entities, separate and distinctive from others. In the case of a relational orientation, organizations are defined as relationship partners, dyadically connected to particular others. In the case of a collectivistic orientation, organizations are defined as members of a larger collective.

In the theory chapter of the dissertation, both structural aspects and outcomes of organizational identity orientation are proposed. Structurally, organizational identity orientation exists within the minds of members, in the shared nature of cognitive association between an organization and its stakeholders. This can be inferred from the kinds of characteristics and traits members use to describe their organization. For example, to say that one's organization is "aggressive," "caring," or "community oriented," respectively, suggests very different relationships between the organization and its stakeholders. Each identity orientation is associated with different organizational motivations. Organizational self-interest is associated with an individualistic identity orientation, particular other's-interest with a relational orientation, and collective-interest with a collectivistic orientation.

Significant inter-organizational-, intraorganizational-, and individual-level consequences are proposed for each of the three identity orientations. At the inter-organizational level, I propose that organizations' relationship patterns will tend to vary as a function of identity orientation. Individualistic organizations are apt to possess relationships based on instrumentality and indifference, characterized by weak ties and perhaps structural holes. Relational organizations likely possess relationships based on cooperation and trust, characterized by strong dyadic ties. Collectivistic organizations are apt to possess relationships based on ingroup cooperation, characterized by a cliquish network structure.

At the intra-organizational-level, organizational identity is predicted to influence the way in which organizations manage their employees. HR policies and procedures, socialization techniques, psychological contracts, and expectations of employees with respect to how they should treat one another are all probably shaped by the organization's identity orientation.

At the individual level, it is proposed that individuals' basis for evaluating their organizations depends upon what they perceive their organization to be. If the organization is perceived as individualistic, members will tend to evaluate it based upon its superiority to other organizations; if relational, upon its ability to provide for particular stakeholders; and if collectivistic, upon its contribution to some larger group. Further, I predict that, in general, the identity orientation of organizations and of organizational members will tend to parallel one another due to processes such as selection, socialization, and voluntary exit.

The empirical dissertation work tests the applicability of the identity orientation construct at the organizational level and begins to analyze its general properties and potential antecedents. 83 organizations from two industries, non-alcoholic beverages and law firms, were included in the project. Over 1,500 individuals (average of 11 per organization) completed an organizational identity survey, many of the items from which were derived from those used to assess identity orientation at the individual-level of analysis.

Analyses strongly suggest that the identity orientation construct is, in fact, viable at the organizational-level. The majority of identity characterizations were related to identity orientation. Considerable and reliable between-organization differences emerged on all of the identity orientations in each industry. Finally, each of the three identity orientations was shown to be distinct from the others.

Additional analyses explore the general properties of the construct. For example, they address issues such as the occurrence of "pure" and "hybrid" identity orientation types and whether there is a parallel between organizations' orientation toward external and internal stakeholders. Potential antecedents, including industry segment, organizational size and age, and sex of the organization's leader, were identified.

This line of research contributes not only to the organizational identity literature, but also to a vast number of literatures related to inter-organizational relationships (e.g., customer service, alliances, corporate social responsibility), intraorganizational life (e.g., HR management, socialization, psychological contracts, ethical work climate), and individual-level phenomena (e.g., organizational commitment, organizational identification, and individual-organization fit). It also helps bridge the gap between micro and macro theory, as well as advances our understanding of organizations as more than atomized and self-interested actors.

Back to Students on the Job Market

Resources
Contact Related Links Resources