La recherche empirique examine les effets différentiels de deux évaluations de statut, c'est-à-dire le prestige externe perçu (comparaison inter-groupes) et le respect interne perçu (comparaison intra-groupes) sur l'identification organisationnelle (IO). Les différences sont expliquées par la culture sociétale et la durée de l'ancienneté des employés dans l'organisation. Notre recherche explore et teste l'importance de l'IO dans le développement des aptitudes des employés au changement étant donné que l'aptitude au changement est une attitude coopérative discrétionnaire. Ensuite, nous examinons le rôle modérateur des croyances des employés relatives au changement sur cette relation. Ainsi l'effet de l'IO sur le comportement extra-rôle des employés et le bien-être psychologique des employés est également exploré. Au total nous avons reçu 360 questionnaires remplis à partir des organisations publiques en Recherche & Développement et les organisations privées du secteur bancaire et de télécommunications. Les résultats des analyses ont confirmé toutes les relations testées à l'exception de l'effet modérateur des croyances relatives au changement sur la relation entre l'IO et l'aptitude au changement. Les résultats montrent que les individus socialisés dans le contexte collectiviste accordent plus d'importance au soi publique par rapport au soi privé. Ensuite nous avons trouvé que l'effet des évaluations de statut sur le développement de l'IO augmente pendant les dix premières années du service dans l'organisation, et cet effet positif diminue après dix ans d'ancienneté. / This empirical research investigates the differential effects of two status evaluations i.e., perceived external prestige (inter-group comparison) and perceived internal respect (intra-group comparison) on organizational identification (OID). The differences are argued on the basis of societal culture and the length of tenure of employees in the organization. The importance of OID in the development of employee's readiness for change is explored and tested considering readiness for change as a discretionary cooperative attitude. Further, the moderating role of employees' change beliefs is also explored on this relationship. Whereas effect of OID on extra-role behavior of employees and the positive effect of OID on employee's psychological well-being is also explored. A total of 360 filled questionnaires were received from public sector research & development organizations, and private sector banking & telecom organizations. The results of the analyses supported all the hypothesized relationships except the moderating effect of change beliefs on the relationship between OID and readiness for change. The results exhibited that individualized socialized in collectivist context put greater emphasis on public-self as compared to private-self. It was further uncovered that the effect of status evaluations on development of OID is increasing till first ten years of service with the organization, while this positive effect is weakened after 10 years of service. This is the first study which has tried to explore the potential effects of organizational tenure and societal culture on identification process.

企業社會責任(corporate social responsibility，簡稱CSR)的概念與實務發展在近年來已成為一門企業永續經營的顯學。本研究認為，有別於一般組織外部利害關係人的觀點，身為內部觀察者的員工身分具有特殊性，不僅較外部利害關係人更接近公司核心，亦有機會參與公司的企業社會責任政策制定與活動。因此，本研究旨在建構一研究模型，以員工觀點了解企業社會責任認知及企業志工參與對組織公民行為之影響過程與結果，包含探究員工對企業社會責任認知與企業志工參與程度是否與組織認同有正向影響？員工企業社會責任認知與組織認同是否為知覺外部聲望所中介？當員工組織認同提高時，是否增進其工作滿足、組織承諾、顧客導向？ 　　本研究以Kim et al.(2010)所提出的企業社會責任影響員工企業認同模型概念為基礎，並拓展員工可能展現的反應及工作態度構念，以便利抽樣法回收有效紙本問卷201份、有效網路問卷115份，共計獲得316份樣本。經由驗證性因素分析與結構方程模式(Structural Equation Modeling, SEM)分析後得出研究結論如下： 1.知覺外部聲望確實為企業社會責任認知程度與組織認同之中介變數，員工的企業社會責任認知程度對知覺外部聲望有正向的影響，而更進一步影響組織認同。 2.企業志工參與和組織認同具有正向關係，佐證當企業的社會責任相關活動能滿足員工的心理需求時，員工將會傾向認同該企業。 3.組織認同與顧客導向、工作滿足及組織承諾皆存有正向的影響關係。 4.顧客導向、工作滿足和組織承諾皆與組織公民行為有正向的影響關係，其中顧客導向和組織承諾的影響力皆大於工作滿足。 / The increasing development of corporate social responsibility has become a prevalent concern for business sustainability practices. In comparison to the viewpoint of outside stakeholders, employees play unique roles for their company for two reasons: (1) employees are closer to corporate core business (2) employees participate more easily in CSR activities and policy formulation. Therefore, this study aims to establish a model to understand how employees’ perceived CSR and participation in employee volunteer program (EVP) relate to their organizational citizenship behavior. This study also investigates whether perceived CSR and EVP participation has positive effects on organizational identification; whether perceived external prestige mediates the relationship between perceived CSR and organizational identification; and whether organizational identification acts as the antecedent of job satisfaction, organizational commitment and customer orientation. The model concept is based on the model of CSR and employee-company identification established by Kim et al. (2010), and modified by adding some employees’ attitude constructs. The survey, conducted by convenience sampling, consists of a total of 316 participants whose companies have EVP. Utilizing confirmatory factor analysis (CFA) and structural equation modeling (SEM), the results are as follows: 1.Perceived external prestige is a partial mediator between perceived CSR and organizational identification. Meanwhile, perceived CSR positively affects perceived external prestige, and perceived external prestige has positive relationship with organizational identification. 2.The relationship between EVP participation and organizational identification is positive, which means employees tend to identify with their company when they are mentally satisfied by CSR activities. 3.Organizational identification positively affects variables, such as customer orientation, organizational commitment and job satisfaction. 4.The attitude factors that positively affect employees’ organizational citizenship behavior include customer orientation, organizational commitment and job satisfaction. Further, the impact of customer orientation and organizational commitment are greater than job satisfaction.

Le travail de terrain s'est réalisé au cours de ces quinzes dernières années au sein du Groupe Mondragon au Pays basque espagnol, groupe qui constitue actuellement le plus grand réseau mondial d'entreprises coopératives. Ce groupe détient en plus deux particularités majeures. L'une étant de posséder un grand échantillon d'entreprises coopératives industrielles en concurrence à l'échelle mondiale avec de grandes multinationales. L'autre étant celle d'être constitué d'une très grande majorité d'entreprises coopératives aux mains de leurs travailleurs. Ce qu'on appelle couramment l'Expérience Coopérative de Mondragon est reconnue comme étant une expérience unique de plus de soixante ans d'existence. Notre question de recherche: Comment évolue dans un contexte actuel l'identité organisationnelle au sein du Groupe Mondragon?, est issue d'une problématique issue du terrain. Et c'est à partir d'une recherche-intervention sur deux cas d'entreprises coopératives industrielles que nous avons été amené à réfléchir sur l'évolution de l'identité organisationnelle au sein de ces deux coopératives et de là-même au sein du Groupe Mondragon dans son ensemble. / The field work has been carried out over the past fifteen years within the Mondragon Group in the Spanish Basque Country. Which is currently the world's largest network of cooperative enterprises. This group has also two major characteristics. One is to have a large sample of industrial cooperative enterprises competing globally with large multinationals. The other is that it consists of a very large majority of cooperative enterprises in the hands of their workers. What is commonly known as Mondragon Cooperative Experience is recognized as an unique experience of more than sixty years of existence. Our research question: How is the organizational identity evolving within the Mondragon Group in a current context?, is the result of a field issue. And it is on the basis of an intervention research on two cases of industrial cooperative enterprises that we were led to reflect on the evolution of the organizational identity within these two cooperatives and from there within the Mondragon Group as a whole. This consideration of the evolution of the organizational identity leads not only to consider the strategic directions chosen by the Group Mondragon but also the implemented policies of leadership and coaching to encourage the identification of the co-workers of Mondragon within their cooperatives. In this work, the researcher adopted a constructivist epistemology. He conducted a broad review of the literature on organizational identity in particular and its extensive nomological network.