Identity-based Organizational Identification

It is widely accepted that organizational behaviors will be influenced by national cultures. Since Organization Identification (OID) is an import concept in the study of Organizational Behaviors, it is of great value to find out how OID affects the work behavior and attitude of members of organizations. However, in existing cross culture researches, it is hard to find answers for the following questions:What are the variables which affect OID? How they work and what are the differences among the OID of members from different cultures?The paper starts from a thorough literature review on cross-cultural management and OID. The researcher finds out that even though lots of advancements have been achieved, there are rooms for improvement in the field of cross-cultural management and OID researches. On one side, original Chinese OID theory is in urgent need since existing OID researches are mostly confined by western theories and researches; on the other side, in current researches, organizational identification is rarely studied from a cross culture perspective. To contribute to abovementioned research deficiency, this research tries to establish an OID model based on "Identity congruence", and then explore how OID and culture together will affect the performance of cross-culture teams.There are three major theoretical innovations in this research. First of all, the "identity-based OID" developed is a theoretical breakthrough since current OID theories are mostly "static" which fails to explore the dynamic feature of OID. Secondly, the research provides proofs on how OID affects the team performance of cross-culture work team. In the final part of the research, Collectivism is found moderating the relationship between OID and Employee Satisfaction.Since there isn’t any established instrument for measuring "identity-based OID", in the first stage, the researcher needs to develop the instrument with grounded theory. This is one of the theoretical innovation as well as a huge challenge for the research. Basing on abundant literature review, in-depth interview with managers and explorative and confirmative factor analysis with large samples, the researcher develops an "Identity-based OID" composed of three factors:the transformational, transactional and human-centered factors.In the second stage, statistical method is applied to explore the relationship between OID and such dependent variables as Team Task Performance, Organizational Commitment and Employee Satisfaction. The research conclusion indicates that the higher the consistency of Perception and Expectation of employees idea/feeling of such aspects of the organization as corporate image, internal management and career development etc., the higher the OID of the employee, and hence the higher the employees’performance, commitment and satisfaction.In the third stage, the paper discusses on how Collectivism moderates the relationship between OID and Team Performance. It is found that Collectivism moderates the relationship between OID and Employee Satisfaction, but not the relationship between OID and Team Task Performance, or OID and Organizational Commitment. Qualitative method is also deployed to explore the relationship between OID and cross culture. It is found that resources for the formation of OID, job role formation and experience on career development are found different for employees from different cultures.The research adopts quantitative as well as qualitative research methods. Semi-structured interview and grounded theory are adopted in developing the "Identity-based OID" instrument. To explore the OID-Team Performance model and the relationship between OID and culture, large samples are deployed in the quantitative research. Focused Interview is applied in the research on how organizational identification differs in different cultures.To sum up, the research enriches the theories of cross-culture management and Organizational Identification, expands the research methods of management research and finally, provides practical and effective advices for the cross-culture management of CB-MNCs.