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.
|Adviser||Jay R. Avella|
|Subjects||Management; Organizational behavior|
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