Social Identity of Offshore Employees: When Do Organizational Identity and Identification Improve International Business Performance?—An Abstract

Abstract

For businesses operating globally, employees may be located overseas, which can affect their social identity, performance, and identification with their organization and assigned market. According to the current literature, when offshore employees view their organization as being especially valuable, they may lack connectedness with the assigned market. In particular, when employees have strong organizational identification with the home headquarters, they may fail to cultivate an understanding of the local market. However, it cannot be assumed that a linear relationship exists between organizational identity and international business performance.