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Fragmenting WorkBlurring Organizational Boundaries and Disordering Hierarchies$
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Mick Marchington, Damien Grimshaw, Jill Rubery, and Hugh Wilmott

Print publication date: 2004

Print ISBN-13: 9780199262236

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199262236.001.0001

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Commitment and Identity Across Organizational Boundaries

Commitment and Identity Across Organizational Boundaries

Chapter:
(p.179) 8 Commitment and Identity Across Organizational Boundaries
Source:
Fragmenting Work
Author(s):

Fang Lee Cooke

Gail Hebson

Marilyn Carroll

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199262236.003.0008

This chapter discusses a number of issues related to organizational commitment and identity across organizational boundaries in both the private and the public sector. The aim is to fill the gap in our current understanding on how multi-agency factors and inter-organizational relationships influence workers' identity and organizational commitment, and what actions, if any, firms take to foster organizational identity and commitment among people employed by another organization. Evidence suggests that the existing HRM framework of analysis of organizational commitment proves to be too narrow in an increasingly fragmented form of work organization. Case study evidence shows the importance of recognizing the different starting points from which workers are located in terms of access to, and knowledge of, different organizational cultures.

Keywords:   organizational boundaries, identity, organizational cultures, organizational commitment

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