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dc.contributor.authorWikhamn, Wajda
dc.contributor.authorAsplund, Kajsa
dc.contributor.authorDries, Nicky
dc.date.accessioned2022-03-30T12:50:44Z
dc.date.available2022-03-30T12:50:44Z
dc.date.created2021-01-05T12:27:22Z
dc.date.issued2020
dc.identifier.citationHuman Resource Management Journal. 2021, 31 (4), 956– 976.en_US
dc.identifier.issn0954-5395
dc.identifier.urihttps://hdl.handle.net/11250/2988620
dc.descriptionCopyright policy of Wiley, the publisher of this journal: Authors are permitted to self-archive the peer-reviewed (but not final) version of a contribution on the contributor's personal website, in the contributor's institutional repository or archive, subject to an embargo period of 24 months for social science and humanities (SSH) journals and 12 months for scientific, technical, and medical (STM) journals following publication of the final contribution.en_US
dc.description.abstractThis study examines how identification with management and the organization explains the relationship between talent status, organizational citizenship behavior towards the organization (OCB‐O) and the supervisor (OCB‐S), and turnover intention. Using archival and survey data (N = 597), we tested two competing models: a parallel and a serial mediation. Results supported serial mediation of management identification through organizational identification; management identification was the most predictive mediator overall. We also found different exchange dynamics depending on the focus of the identification (management or organization) and their corresponding outcomes (OCB‐S and OCB‐O); OCB‐S was most strongly related to management identification. We contribute to the literature by integrating concepts and assumptions from social identity and social exchange theory, and advancing the understanding about employee reciprocation of symbolic resources such as talent status. Practical implications, in particular about encouraging ‘pre‐identification’ with management in order to ensure talents' continued extra‐role behavior and retention, are spelled out.en_US
dc.language.isoengen_US
dc.titleIdentification with management and the organisation as key mechanisms in explaining employee reactions to talent statusen_US
dc.typeJournal articleen_US
dc.typePeer revieweden_US
dc.description.versionacceptedVersionen_US
dc.rights.holderWileyen_US
dc.source.pagenumber956– 976en_US
dc.source.volume31en_US
dc.source.journalHuman Resource Management Journalen_US
dc.source.issue4en_US
dc.identifier.doi10.1111/1748-8583.12335
dc.identifier.cristin1865497
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode2


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