The aim of this study was to examine the extent to which relational resources, (a) support at work (in
organizational, supervisor, and coworker dimensions) and (b) intra-organizational social connection, are
associated with organizational identification. A survey with 209 participants showed that supervisor support was
not significantly related to organizational identification, but organizational
... [Show full abstract] support, coworker support and intraorganizational
social connection were. However, the influence of coworker support on identification was found to
be negative. Thus, it was possible to conclude that, depending on the valence of their effects, different relational
resources can be complementary or competitive in explaining variation in the degree of organizational
identification. Therefore, organizations should be understood as constellations of social ties characterized by
different contents, sometimes synergistic and others competing regarding construction of the uniqueness an
employee has with an organization.