Organizational crises and potential In-group members’ anticipated social identity
Research output: Contribution to journal › Conference abstract in journal › Research
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.
Original language | English |
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Journal | Academy of Management Proceedings |
Volume | 2020 |
Issue number | 1 |
ISSN | 2151-6561 |
DOIs | |
Publication status | Published - 2020 |
Externally published | Yes |
ID: 246351605