Associate Professor of Organisational Behaviour
Professor of Economics
JEL Classification: C93; D12; D22; M14; M54; C93; D12
This paper explores the relationship between individual identity and organizational attachment. Using individual data from employees at a large employer in the services sector, the authors show that making individual values salient (through a value affirmation) on average reduces organizational attachment. However, this effect is heterogenous across individuals: those initially attached to the organization increase their attachment, while those who started off less identified with the organization reduce their attachment. Overall, the results illustrate the importance of heterogeneity and how individual identity/values and organizational attachment can conflict.