Conclusion

As the shared beliefs and self-perceptions held by members, organizational identification is a fundamental building block of organizational culture and socialization that significantly influences member commitment and organizational viability. As organizational members dynamically reconstruct organizational identity through their interpretations, actions, and interactions with the outside, managers must develop strategies that allow the organization to better adapt its identification to the demands of a dynamic environment. Understanding the psychological interdependence between organizational and individual identity provides managers with a framework for shaping organizational identities, aligning member activities with organizational goals, communicating its identity to the external public. For the long-term viability of the organization, however, managers must also consider the ethical implications of manipulating the psychological union between the organizational identity and the social identity of its members.