Organizational crises and potential In-group members’ anticipated social identity

Publikation: Bidrag til tidsskrift › Konferenceabstrakt i tidsskrift › Forskning

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Organizational crises and potential In-group members’ anticipated social identity. / Onken-Menke, Greta; Lauritzen, Ghita Dragsdahl; Foege, J. Nils .

I: Academy of Management Proceedings, Bind 2020, Nr. 1, 2020.

Publikation: Bidrag til tidsskrift › Konferenceabstrakt i tidsskrift › Forskning

Harvard

Onken-Menke, G, Lauritzen, GD & Foege, JN 2020, 'Organizational crises and potential In-group members’ anticipated social identity', Academy of Management Proceedings, bind 2020, nr. 1. https://doi.org/10.5465/AMBPP.2020.12156abstract

APA

Onken-Menke, G., Lauritzen, G. D., & Foege, J. N. (2020). Organizational crises and potential In-group members’ anticipated social identity. Academy of Management Proceedings, 2020(1). https://doi.org/10.5465/AMBPP.2020.12156abstract

Vancouver

Onken-Menke G, Lauritzen GD, Foege JN. Organizational crises and potential In-group members’ anticipated social identity. Academy of Management Proceedings. 2020;2020(1). https://doi.org/10.5465/AMBPP.2020.12156abstract

Author

Onken-Menke, Greta ; Lauritzen, Ghita Dragsdahl ; Foege, J. Nils . / Organizational crises and potential In-group members’ anticipated social identity. I: Academy of Management Proceedings. 2020 ; Bind 2020, Nr. 1.

Bibtex

@article{620cf676609b46e1a4bf72fea707a4df,
title = "Organizational crises and potential In-group members{\textquoteright} anticipated social identity",
abstract = "This study examines how potential employers shape potential employees{\textquoteright} social identity before joining the organization. Drawing on social identity theory and signaling theory, we argue that potential in-group members (potential employees) follow a routine similar to that of in-group members (employees) when assessing the value of organizational membership for their self-concepts. Our study uses organizational crises as identity-threatening events to investigate whether and how they influence potential employees{\textquoteright} anticipations about social identity, as well as their perceptions of the organization{\textquoteright}s attractiveness. Empirical evidence from our scenario-based experiments with 1,617 individuals conducted in the United Kingdom and the United States shows that identity changes occurring from organizational crises decrease organizational attractiveness and that anticipated self-continuity and anticipated self-esteem mediate this relationship. The effects become stronger with increasing crisis responsibility.",
author = "Greta Onken-Menke and Lauritzen, {Ghita Dragsdahl} and Foege, {J. Nils}",
year = "2020",
doi = "10.5465/AMBPP.2020.12156abstract",
language = "English",
volume = "2020",
journal = "Academy of Management Proceedings",
issn = "2151-6561",
publisher = "Academy of Management",
number = "1",

}

RIS

TY - ABST

T1 - Organizational crises and potential In-group members’ anticipated social identity

AU - Onken-Menke, Greta

AU - Lauritzen, Ghita Dragsdahl

AU - Foege, J. Nils

PY - 2020

Y1 - 2020

N2 - This study examines how potential employers shape potential employees’ social identity before joining the organization. Drawing on social identity theory and signaling theory, we argue that potential in-group members (potential employees) follow a routine similar to that of in-group members (employees) when assessing the value of organizational membership for their self-concepts. Our study uses organizational crises as identity-threatening events to investigate whether and how they influence potential employees’ anticipations about social identity, as well as their perceptions of the organization’s attractiveness. Empirical evidence from our scenario-based experiments with 1,617 individuals conducted in the United Kingdom and the United States shows that identity changes occurring from organizational crises decrease organizational attractiveness and that anticipated self-continuity and anticipated self-esteem mediate this relationship. The effects become stronger with increasing crisis responsibility.

AB - This study examines how potential employers shape potential employees’ social identity before joining the organization. Drawing on social identity theory and signaling theory, we argue that potential in-group members (potential employees) follow a routine similar to that of in-group members (employees) when assessing the value of organizational membership for their self-concepts. Our study uses organizational crises as identity-threatening events to investigate whether and how they influence potential employees’ anticipations about social identity, as well as their perceptions of the organization’s attractiveness. Empirical evidence from our scenario-based experiments with 1,617 individuals conducted in the United Kingdom and the United States shows that identity changes occurring from organizational crises decrease organizational attractiveness and that anticipated self-continuity and anticipated self-esteem mediate this relationship. The effects become stronger with increasing crisis responsibility.

U2 - 10.5465/AMBPP.2020.12156abstract

DO - 10.5465/AMBPP.2020.12156abstract

M3 - Conference abstract in journal

VL - 2020

JO - Academy of Management Proceedings

JF - Academy of Management Proceedings

SN - 2151-6561

IS - 1

ER -

ID: 246351605