Where there is light, there is dark: A review of the detrimental outcomes of high organizational identification

This is the authors' abstract. We don't add key points for this paper.

Summary An extensive body of research on organizational identification has developed over the last 25 years. This work has typically taken the view that organizational identification is good for individuals and organizations. However, the underlying social identity processes of organizational identification do not suggest that only positive outcomes should be expected. We review the work addressing organizational identification's dark side. Our review suggests that organizational identification can lead to unethical behaviors, resistance to organizational change, lower performance, interpersonal conflict, negative emotions, and reduced well‐being. Conditions facilitating these undesirable outcomes include situation factors (e.g., identity threats, work characteristics) and person factors (e.g., morality, other identifications). By providing a counterpoint to the generally positive approach to organizational identification, we attempt to move the literature toward a more balanced view.