Emergence of organizational identification in individuals over time: A computer simulation investigating the effect of temporal variables on the congruence between members' perceived self-identity and perceived organizational identity.

摘要

Using agent-based modeling (Dooley, 2002), this study simulates and investigates the effect of temporal variables on the emergence and strength of organizational identification (Dutton, Dukerich, & Harquail, 1994) among members of an organization. The theoretical lens used in the investigation of organizational identification is identity as memory (Locke, 1979). The four temporal variables investigated in the study consist of (1) a member's duration of primacy (Atkinson & Shiffrin, 1968); (2) a member's duration of recency (Atkinson & Shiffrin, 1968); (3) the frequency of interaction with other members of the organization; and (4) the frequency of information received about the organization.; The computer simulation uses the NetLogo (Wilensky, 1999) programming language to create a model in which two groups of 567 individuals join 1,134 organizations and work for 365 days. The strength of identification for each individual is determined based on the congruence they see between their own perceived identity and that of their organization. Measurements of identification are taken at the end of each quarter to form four waves of panel data. The longitudinal data is analyzed using factorial and multiple linear regression analyses.; The findings reveal a statistically significant positive relationship between the four temporal variables investigated in the study and the strength of an individual's organizational identification, as it emerges over time. Results obtained in the study warrant a closer look at the temporal dimension of organizational identification, and how temporal variables can be used to establish and promote organizational identification among members of an organization---especially at a time when traditional methods of securing employee cooperation, such as contractual agreements, are no longer enabling organizations to retain their best members. Other conclusions derived from the study's findings, along with implications for theory, research, and practice, as well as possible directions for future research, are discussed in the final Chapter of the study.