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

Mats Alvesson

Journal of Management Studies, 2000, vol. 37, issue 8, 1101-1124

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.

Date: 2000
References: Add references at CitEc
Citations: View citations in EconPapers (6)

Downloads: (external link)
https://doi.org/10.1111/1467-6486.00218

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:bla:jomstd:v:37:y:2000:i:8:p:1101-1124

Ordering information: This journal article can be ordered from
http://www.blackwell ... s.asp?ref=00022-2380

Access Statistics for this article

Journal of Management Studies is currently edited by Timothy Clark, Steven W. Floyd and Mike Wright

More articles in Journal of Management Studies from Wiley Blackwell
Bibliographic data for series maintained by Wiley Content Delivery ().