Dissertation/Thesis Abstract

Exploring organizational identification among remote employees: A qualitative inquiry
by Miller, Michael J., Ph.D., Capella University, 2012, 130; 3502329
Abstract (Summary)

Using recorded interviews in a qualitative inquiry approach, this research studied the perceptions and perspectives of remote employees about organizational identification. All interview participants work as remote employees (dispersed throughout the United States) in the sales department for a mid-size US chemical manufacturing company. The data collected demonstrate that organizational identification is very strong among remote employees. The key drivers that work to support the development of a strong sense of organizational identification are (a) company culture, (b) sales team dynamics, (c) open communications and sharing of information with other remote employees and with home office employees, and (d) alignment of policies, practices, and behaviors. Interview participants give company leaders credit for consciously and consistently developing a culture conducive to building organizational identification among remote employees. Company leaders have built systems and set expectations to facilitate easy access and open communications, hiring for best fit, emphasizing teamwork and information sharing, and effectively articulating company goals, culture, and policies to allow each employee to identify an area of close personal fit with the organization.

Indexing (document details)
Advisor: Avella, Jay R.
Commitee: Evans Kasala, Mary, Van Rekom, Petti
School: Capella University
Department: School of Business and Technology
School Location: United States -- Minnesota
Source: DAI-A 73/07(E), Dissertation Abstracts International
Subjects: Management, Organizational behavior
Keywords: Leadership, Organizational identification, Qualitative inquiry, Remote employees
Publication Number: 3502329
ISBN: 978-1-267-25204-3
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