Organisational identification after cultural system reform:the role of self-enhancement and uncertainty reduction motives after a radical organisational change

This study explores the role of self-enhancement motive and uncertainty reduction motive in affecting organisational members’ identification after a radical organisational change. The data for this study was collected via a questionnaire based survey of performing artists in one large Chinese performing arts organisation. This organisation experienced a radical organisational change during 2009 – 2019. The findings indicate that both self-enhancement motive and uncertainty reduction motive are positively related to members’ post-transformation organisational identification. Moreover, in addition to affecting identification directly, uncertainty reduction motive also negatively moderates the effect of self-enhancement motive on organisational identification. This study contributes to the field of organisational identification by showing how multiple and potentially competing identification motives work after a radical organisational change. Furthermore, this study offers new insights on the post-transformation symptoms of cultural system reform during a time of uncertainty. For management practices, this study sheds light on how to direct managerial efforts at a time when attentional and other resources are scarce.