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

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.