Organizational Identity and Workplace Stress: Investigating the Impact of Organizational Culture on Stressors

Objective The study explores the intersection of organizational identity and work-related stress, focusing on how corporate culture shapes employees’ well-being. It specifically investigates how the unique dimensions of an organization’s identity contribute to stress factors, influencing individual performance and collective outcomes. Methodology This research employs a qualitative analysis of the literature. Case studies from Amazon and UBER were used to examine the impact of organizational culture on stress and to understand how different organizational identity factors affect employee well-being. Findings The study highlights that stress in the workplace is not only due to workload but it is also linked to factors inherent in organizational identity, such as cultural conflicts, lack of control, and role ambiguity. Firms with rigid, hierarchical cultures exhibit higher stress levels, whereas those promoting autonomy and social support show lower stress-related issues. A model of stress-inducing organizational identity was introduced, derived from the Uber and Amazon case study. Value This research contributes to understanding the role of organizational identity in shaping stress and offers insights into fostering a healthier work environment through identity-conscious management practices. Recommendations Organizations should align their identity with employee well-being strategies by promoting a culture of transparency, autonomy, and support. Implementing policies that reduce role ambiguity and offer social support can mitigate stress-related outcomes, improving employee satisfaction and organizational efficiency.