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Social Indentity And The Problem of Loyalty In Knowledge‐Intensive Companies

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  • Mats Alvesson

Abstract

This paper treats the significance of organization‐based social identity for loyalty versus exit reactions with special reference to knowledge‐intensive companies. The centrality of network relations and close contact with clients in combination with the sometimes drastic consequences of knowledge workers defecting in many knowledge‐intensive companies makes social identification and loyalty crucial themes for management. The paper discusses different kinds of and modes of accomplishing loyalty and also addresses post‐exit management, how companies may deal with employees that have left the company.

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  • Mats Alvesson, 2000. "Social Indentity And The Problem of Loyalty In Knowledge‐Intensive Companies," Journal of Management Studies, Wiley Blackwell, vol. 37(8), pages 1101-1124, December.
    • Handle: RePEc:bla:jomstd:v:37:y:2000:i:8:p:1101-1124
    DOI: 10.1111/1467-6486.00218
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    Cited by:

    1. Guiette, Alain & Vandenbempt, Koen, 2013. "Exploring team mental model dynamics during strategic change implementation in professional service organizations. A sensemaking perspective," European Management Journal, Elsevier, vol. 31(6), pages 728-744.
    2. Francisco Lara & Daniel Palacios-Marques & Carlos Alberto Devece, 2011. "How to improve organisational results through knowledge management in knowledge-intensive business services," The Service Industries Journal, Taylor & Francis Journals, vol. 32(11), pages 1853-1863, March.
    3. Richa Goyal & Himani Sharma, 2024. "Does Well-being Mediate Between Mindfulness and Knowledge Workers’ Work Engagement Relationship?," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 15(1), pages 4004-4023, March.
    4. Tania Hasan & Mehwish Jawaad & Irfan Butt, 2021. "The Influence of Person–Job Fit, Work–Life Balance, and Work Conditions on Organizational Commitment: Investigating the Mediation of Job Satisfaction in the Private Sector of the Emerging Market," Sustainability, MDPI, vol. 13(12), pages 1-20, June.
    5. Guadalupe Vila-Vázquez & Carmen Castro-Casal & Dolores Álvarez-Pérez, 2020. "From LMX to Individual Creativity: Interactive Effect of Engagement and Job Complexity," IJERPH, MDPI, vol. 17(8), pages 1-18, April.
    6. Hiske den Boer & Tinka van Vuuren & Jeroen de Jong, 2021. "Job Design to Extend Working Time: Work Characteristics to Enable Sustainable Employment of Older Employees in Different Job Types," Sustainability, MDPI, vol. 13(9), pages 1-22, April.

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