Commitment and identity across organizational boundaries

Fang Lee Cooke, Gail Hebson, Marilyn Carroll

Research output: Chapter in Book/Report/Conference proceedingChapter (Book)Researchpeer-review

Abstract

This chapter discusses a number of issues related to organizational commitment and identity across organizational boundaries in both the private and the public sector. The aim is to fill the gap in our current understanding on how multi-agency factors and inter-organizational relationships influence workers' identity and organizational commitment, and what actions, if any, firms take to foster organizational identity and commitment among people employed by another organization. Evidence suggests that the existing HRM framework of analysis of organizational commitment proves to be too narrow in an increasingly fragmented form of work organization. Case study evidence shows the importance of recognizing the different starting points from which workers are located in terms of access to, and knowledge of, different organizational cultures.

Original languageEnglish
Title of host publicationFragmenting Work: Blurring Organizational Boundaries and Disordering Hierarchies
PublisherOxford University Press
Pages179-198
Number of pages20
ISBN (Electronic)9780191698859
ISBN (Print)9780199262236
DOIs
Publication statusPublished - 2005
Externally publishedYes

Keywords

  • Identity
  • Organizational boundaries
  • Organizational commitment
  • Organizational cultures

Cite this

Cooke, F. L., Hebson, G., & Carroll, M. (2005). Commitment and identity across organizational boundaries. In Fragmenting Work: Blurring Organizational Boundaries and Disordering Hierarchies (pp. 179-198). Oxford University Press. https://doi.org/10.1093/acprof:oso/9780199262236.003.0008