Multiple identities: Identity synergy and overlap as drivers of organizational identification

Marketers are more interested than ever in encouraging constituents to develop strong identifications with their organization. In focusing on a single aspect of identity---identification with the organization---past work has largely overlooked how a particular organizational identity may interact with and be built upon the multiple other identities that compose an individual's self. Simply put, individuals are more likely to identify with organizations (e.g., a customer community, a non-profit organization, a for-profit organization) that they believe facilitate or enrich multiple other social identities (e.g., spouse, parent, environmentalist, professional). Using structural equation modeling, this study develops and empirically tests a theoretical model which demonstrates that organizations stand to benefit from supporting members' multiple social identities. In particular, the study introduces the mediating constructs of identity synergy and identity overlap, and demonstrates the important roles they play in generating organizational identification when multiple identities are involved. The study also tests the effects of the hypothesized antecedents to synergy and overlap.;The results show that identities that overlap with and/or have synergistic effects with the organizational or member identity will become more valued by the individual and thus drive identification with the organization itself. Further results show that member's perceptions of synergy and overlap can be positively influenced by increasing members' feelings of support, affirmation, and value congruence with both the organization and its members. This study makes an additional contribution to the organizational identity literature by introducing the concept of member identification and illustrating its positive effect on overall organizational identification.