Organizational identification is a theoretically profound and practically important construct. It fundamentally transforms the relationship between employees and their work organizations, because highly identified employees integrate their organizational memberships with their sense of who they are. This transformation enhances highly identified employees’ work performance and contributions to the organization. However, despite considerable research on the benefits of organizational identification for employee behavior, theorizing about this effect and its underlying mechanisms remains underdeveloped. In particular, there has not been sufficient theoretical development regarding the specific types of work behaviors that follow from organizational identification, the psychological mechanisms that underlie these behavioral consequences, or observers’ evaluations of these behaviors and those enacting them. To address these issues, we present a framework of the behavioral consequences of organizational identification as well as observers’ reactions to them. Our framework highlights two distinct motivational orientations that underlie organizational identification, one that reliably leads to conformist work behaviors and one that may lead to deviant work behaviors that violate the status quo to advance organizational interests. Moreover, our framework highlights that reactions to these behaviors will differ depending on the organization’s emphasis on means versus ends. Overall, we emphasize that the benefits of organizational identification for work behavior are not as straightforward or as widely recognized as implied in prior research.

组织识别是一个理论上深刻而又在实践中很重要的构造。它从根本上改变了员工与其工作组织之间的关系，因为高度认可的员工将其组织成员身份与自己的身份相结合。这种转变提高了知名度高的员工的工作绩效和对组织的贡献。然而，尽管对组织识别对员工行为的益处进行了大量研究，但关于这种效应及其潜在机制的理论仍未得到开发。尤其是，关于组织识别所依据的特定工作行为类型，这些行为后果的心理机制，还没有足够的理论发展，或观察者对这些行为及其实施行为的评价。为了解决这些问题，我们提出了一个组织认同行为后果的框架，以及观察者对此的反应。我们的框架强调了两种不同的动机取向，这些动机取向是组织识别的基础，一种可靠地导致顺从性的工作行为，另一种可能导致违背现状以促进组织利益的异常工作行为。此外，我们的框架强调，对这些行为的反应将有所不同，具体取决于组织对手段与目标的重视程度。总的来说，我们强调组织识别对工作行为的好处并不像先前的研究所暗示的那样简单明了。