| To address the sparse examination of multiple organizational identifications (Pratt & Foreman, 2000), I examine dual organizational identification (DOI) of subsidiary managers in MNCs. I conceptualize dual organizational identification in terms of relative magnitude, suggesting that it is necessary to consider both the level of identification in an entity as well as the relative strength of identification between entities. Equal levels of organizational identification are referred to as comparable levels of DOI (which can exist at high or low levels) and more organizational identification with one entity than another is referred to as disparate levels of DOI.; I explore a number of antecedents to and consequences of DOI among subsidiary managers. I hypothesize that perceived organizational prestige, tenure, positive interaction, organization-based self-esteem, and global mindset influence the development of DOI. The control variables of age, gender, number of subsidiaries worked for, and locus of decision-making are also examined for their effect on DOI. I posit that DOI affects subsidiary manager role fulfillment, overall effectiveness, and role conflict. Finally, I hypothesize that type of organizational identity moderates the relationship between DOI and role conflict.; Logistic regression, hierarchical regression, MANOVA, and ANOVA results support a number of the hypotheses. Positive interaction was the only antecedent variable to be related to DOI, but results were in the opposite direction than hypothesized. For unequal levels of positive interaction in the MNC and subsidiary, managers were found to identify less with the entity with which they had more positive interaction. As hypothesized, high comparable levels of DOI were associated with the greatest fulfillment of the bi-cultural interpreter role and the most role conflict. Also consistent with hypotheses, high comparable levels of DOI were associated with high fulfillment of the national advocate and defender as well as front-line implementer roles. Hypotheses regarding overall effectiveness were not supported. There also was no support for the moderator hypothesis, though type of organizational identity was found to have a direct effect on role conflict, with role conflict being higher in ideographic organizations compared to holographic organizations. These results have implications for both theory and practice. |
