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Organization Alumni Endorsement of Their Former Employer: “I Like You. Do You (Still) Like Me?”
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Author: David Greenway, UMass Lowell Manning School of Business
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This study investigates the quality of social exchange relationships of former employees, or organizational alumni (OA), with their former employer. An OA’s willingness to endorse is examined as proxy for the ongoing OA-organization relationship quality and is examined at the organizational, supervisor, and team level. The OA’s exchange relationships – Perceived Organizational Support (POS), Leader-Member Exchange (LMX), and Team-Member Exchange (TMX) – with their current company as well as the type of termination from their former employer (voluntary or involuntary) are considered in order to further contrast differences in the OA’s willingness to endorse. Findings from this study provide insights in to OA-organization relationship as a source of sustainable value for the former and current organization.
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Paper is No Longer Available Online: Please contact the author(s).
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Cognitive Process of Absorptive Capacity: An Identity-Based Approach At Yamaha 1938-1960
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Author: Yusaku Takeda, Harvard Business School
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This paper investigates the cognitive process of how incumbent organizations exercise absorptive capacity. While absorptive capacity has attracted organizational studies in various topics such as dynamic capabilities, organizational learning, and technology and knowledge management, few empirical studies have analyzed the cognitive process underlying absorptive capacity. An in-depth case study of Nippon Gakki Ltd (Yamaha), a modern-day Yamaha Corporation and Yamaha Motor Company, reveals that the identity-based approach to absorptive capacity enables organizations to recognize, assimilate and transform external knowledge beyond the extent predicted by technological knowledge. Between 1951 and 1960, Yamaha expanded its main product class from musical instruments to motorcycles and became dominant manufacturers in both industries. During this transition, president Genichi Kawakami searched for and claimed new organizational identity. The new identity drove Yamaha’s subsequent exploration of knowledge in a wide range that could match the created identity, leading to the choice of motorcycles unfettered by a substantial gap in knowledge and seemingly economically unattractive motorcycle market at the time. These findings encourage future research on the role of managerial cognition in internal organizational dynamics of absorptive capacity as a way to understand dynamic capability.
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Paper is No Longer Available Online: Please contact the author(s).
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The Dynamics of Collective Identity: Legitimacy, Identification and Commitment in Collectives
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Author: Peter Foreman, Illinois State U.
Author: Randall E. Westgren, U. of Missouri
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In this study we examine the phenomenon of identity in an organizational collective - i.e. an association of organizations. We see an organizational collective as a social actor, just like an individual or organization, and as such has the same kind of identity properties and implications. More specifically, we examine these issues in the context of wine trails - an organizational form that is a voluntary association of member organizations (wineries) that come together to pursue collective action - particularly joint marketing types of activities. The voluntary nature of these collectives, combined with the inherent competition among members of the collective, accentuates the role of identity as the cognitive and social "glue" that holds the collective together and facilitates effective action. We examine the effects of identity-related concepts, such as legitimacy and identification, on members' commitment to the collective.
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Paper is No Longer Available Online: Please contact the author(s).
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Organizational Identity and Affective Commitment to Dyad (WITHDRAWN)
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Author: Na Yoon Kim, Cornell U.
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The current research investigated whether the content of organizational identity determines affective commitment to the work dyad, particularly when opinion difference exists within such dyads. The role of organizational identity in eliciting the expectation of difference was illuminated in light of the expectancy violation theory. Given that organizational identity prescribes organizational prototypes that entail expectations of members, this study compared two distinct types of organizational identity: heterogeneity and homogeneity. Experimental studies provided support for the hypothesis that organizational identity heterogeneity, which defines organizational members as unique individuals, leads to stronger affective commitment to dyad when there is a difference of opinion than when there is a homogeneity of opinion. Because opinion difference in work dyad confirms individuals’ expectations, they experience congruence that, in turn, enhances affective commitment to dyad. The results have implications for social identity theory and managing opinion differences within organizations.
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Paper is No Longer Available Online: Please contact the author(s).
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