A process model of organisational disidentification: the role of emotions
by Laura J. Stanley
International Journal of Work Organisation and Emotion (IJWOE), Vol. 6, No. 2, 2014

Abstract: Much of the research on organisational identification acknowledges that just as individuals identify with their organisations, meaning that they define themselves as members of the organisation and share the organisation's goals, they can also disidentify with them (Elsbach and Bhattacharya, 2001; Kreiner and Ashforth, 2004). Employees who disidentify with their organisations define themselves the opposite of the organisation and actively work to separate themselves from the organisation. Disidentified employees are more likely to make negative comments about the organisation, show lower levels of performance, and eventually leave. While researchers acknowledge that disidentification exists, very little research has focused on how it develops. Identifying the antecedents of, and processes leading to disidentification can help practitioners who hope to intervene. Using Morrison and Robinson's (1997) model of psychological contract violation as a theoretical framework, I offer a process model of organisational disidentification which incorporates emotions - an overlooked but important antecedent of disidentification. In doing so, I extend existing research on disidentification and offer avenues for future research.

Online publication date: Sat, 24-May-2014

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