Developing a Model for Organizational Identity Using Grounded Theory in Iran Tractor Manufacturing Industrial Group

Document Type : Original Article

Authors

• Vahid Fattahi Sarand ¹
• Ali Shaemi Barzoki ²
• Hadi Teimouri ²

¹ PhD, Business Management, University of Isfahan Assistant Professor of Shabestar Branch, Islamic Azad University

² Associate Professor, Department of Management, University of Isfahan

https://doi.org/10.22067/tmj.2021.30001.0

Abstract

1- INTRODUCTION
Organizational identity refers to the common beliefs of an organization's members. despite plenty of research on organizational identity, there is little knowledge about its affecting factors and how it is formed. in line with shaping organizational identity, some researchers emphasize internal and external factors such as organizational communications, top management activities, and human resource management. organizational identity is one of the most important factors that affect organizational performance and productivity. research shows that there exists a theoretical gap in developing systematic models for organizational identity, particularly in iranian organizations. accordingly, this study attempts to provide a comprehensive model of organizational identity in iran tractor manufacturing company.
 
2- THEORETICAL FRAMEWORK
Organizational identity involves a strong emotional attachment to the organization, which is referred to as the perception of common characteristics. according to social identity theory, the psychological relationship between employees and an organization is known as organizational identity. the power of organizational identity reflects the degree to which the employees perceive an organization as particularity and unique. the organizational identity has the ability to predict many important organizational attitudes and behaviors. it has been considered as a concept that forms the common understanding of an organization’s members of its central characteristics and it shapes a kind of shared thinking among employees.
3- METHODOLOGY
This research is a developmental and applied study in terms of purpose, and in regard to the method, it is a descriptive survey. and in terms of the research design, it is a mixed study. in the qualitative phase, grounded theory is used to create a conceptual model of organizational identity. in this regard, a three-step process of open, axial, and selective coding was performed by nvivo10 software. in the quantitative phase, confirmatory factor analysis was used to confirm qualitative findings.
 4- RESULTS & DISCUSSION
The process model developed in this research, as a native model of organizational identity, attempts to consider the issue of organizational identity from a multidimensional viewpoint. this model is capable of directing the employees' intentions and behaviors in line with the organizational goals. the results of this study made causal conclusions on the components of internal identity, employees’ empowerment, and job enrichment. leadership style is also proposed as a context for shaping organizational identity. in addition, managerial factors and financial requirements were determined to be the intervening factors. additionally, perceived organizational support and socialization were considered as effective strategies of organizational identity. finally, the consequences of organizational identity were found to have positive effects on customer performance and satisfaction.
 
5- CONCLUSIONS & SUGGESTIONS
In order to enhance the causal conditions through internal identity, managers are advised to strengthen the trust among employees with their honest behaviors to make employees more compatible with the organization, which leads to strengthening the employees' internal identity. furthermore, to create a suitable context, it is suggested that managers improve moral and transformational leadership characteristics to increase the sense of solidarity among employees and managers. in order to create a positive role for interveners, it is suggested that managers adopt a management style based on ethical traits and cooperation with employees and show positive managerial competencies. additionally, managers are also advised to support employees in three ways as emotional, managerial, and health support. besides, it is emphasized that according to the consequences of managers' organizational identity, different roles and tasks may be assigned to employees. in the individual dimension, managers should strengthen job satisfaction, psychological security, job performance, job motivation, and organizational citizenship behavior. moreover, in the organizational dimension, it is recommended to take some defective actions to improve organizational decision-making, promote organizational commitment, productivity, and enhance the organizational image.

Keywords

• Identity
• Organizational Identity
• Grounded Theory
• Iran Tractor Industrial Group

References

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