Defining Who You Are By What You Are Not

Published: 08th May 2020
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Through two exploratory studies, we develop and analyze an opening framework of "organizational disidentification." Our first study investigates the idea of organizational disidentification through a qualitative investigation of cognitive associations with all the National Rifle Association (NRA). Findings suggest that organizational disidentification is a self-understanding based on: (1) a cognitive separation between one's individuality and also the organization's individuality, and (2) a negative relational categorization of oneself and also the organization (e.g., categorizations such as "competitors" or "foes"). Organizational disidentification is apparently motivated by individuals' want to affirm positive distinctiveness and prevent negative distinctiveness by distancing themselves and negative stereotypes attributed to an organization. Our findings also indicate that organizational disidentification can lead people to take action (either volunteer work or voicing their view) as an outcome of the perceived separation in the business 's individuality. Results of our study that is second --a large scale survey of public attitudes about the NRA--supply support for this particular framework. Appreciable theory and research has examined how individuals define their self concepts vis-a-vis their connections with social groups or organizations (Tajfel 1982, Turner 1987, Abrams and Hogg 1990, Kramer 1993). This research suggests that individuals normally develop social identities--defined as self-understandings based on cognitive connections between their identities and the identities of groups or organizations (Rabbie and Horwitz 1988, Hogg and Abrams 1988, Ashforth and Mael 1989, Dutton et al. 1994, Bergami and Bagozzi 2000). If an organization is firmly identified with by someone, her or his social identity has a substantial overlap together with the individuality of this organization. According to this perspective, organizational identification is suggested by self-understandings of "oneness" together with the organization (Mael and Ashforth 1992).A growing level of literature implies that organizational identifications are significant due to their implications for both individuals' and organizations' well-being. In the individual level, a lot of research on social identifications suggests that identification using a favorably perceived social group or organization improves an individual 's self esteem, self-distinctiveness, and self-continuity (Hogg and Abrams 1988, Dutton et al. 1994). Recent studies also demonstrate that identification supplies benefits to the business by raising members' long term dedication and support for the organization (Bhattacharya et al. 1995; O'Reilly and Chatman 1986; Adler and Adler 1988; Mael and Ashforth 1992, 1995). This work suggests that distinctive or prestigious organizational images, satisfaction with membership encounters, and extensive expertise or tenure having an organization are the main antecedents of organizational identification (Schneider et al. 1971, Hall and Schneider 1972, Mael and Ashforth 1992). Recent research suggests that such antecedents appear to enhance organizational identification by strengthening individual's cognitive links to the organization (Dutton et al. 1994).Collectively these findings about the indexes, effects, and antecedents of social and organizational identification provide a seemingly whole framework of individuals' connections to their organizations. Yet this research has not discussed the possibility that individuals' social identities and self concepts are defined by the groups or organizations from which they perceive their identities to be distinguished. Which is, for the large part (see Elsbach 1999 and Dukerich et. al. 1998 for exceptions) individuality researchers have not analyzed the concept of organizational disidentification. Additionally, no research has empirically analyzed organizational disidentification.

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