Organisational identification of managers in multinational corporations : a quantitative case study in India and Pakistan
This thesis set out to address a prescription that is sometimes made in the management literature. The prescription is that it is vital for MNC employees worldwide to share the core values and goals of the parent organisation, that is, to identify with the organisation as a global entity. The starting point for the present research was not only the prescription itself, but the apparent underlying assumption that exclusive identification with the organisation as a global entity is both possible and desirable. The thesis empirically examined, with the aid of social identity theory, whether managerial employees of MNC subsidiaries might have another main identification foci within the organisation, namely, their local subsidiary. It also examined whether there might be differential antecedent conditions and outcomes of identification with the local subsidiary and the organisation as a global entity. Additionally, the study examined whether those respondents who strongly identify with both levels of the organisation 'outperformed' other respondents. Finally, the study examined whether the type of MNC subsidiary might have an effect on local/global patterns of employee identification. The results of the research indicate that identification in the MNC is not a monolithic phenomenon. Respondents drew a distinction between their subsidiary and the MNC as a global entity. Identification with each level of the organisation was found to have differential antecedent conditions and outcomes. Identification with the global level of the organisation revealed a positive association with a willingness to exert effort for the MNC as a whole, while identification with the subsidiary level of the organisation revealed a positive effect on the desire to remain a member of the organisation over the long term. Those respondents who strongly identify with both levels of the organisation did not 'outperform' other respondents. The type of MNC subsidiary appears to have an effect on local/global patterns of employee identification.