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Human Relations
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The importance of being `Indian': Identity centrality and work outcomes in an off-shored call center in India

Diya Das

Bryant University, ddas{at}bryant.edu

Ravi Dharwadkar

Whitman School of Management of Syracuse University, rdharwad{at}syr.edu

Pamela Brandes

Whitman School of Management of Syracuse University, pbrandes{at}syr.edu

Existing studies of identity dynamics have shown that employees embody multiple social identities, and have multiple foci of identifications at work that shape their attitudes and behaviors. However, limited research has examined these frameworks in the new, emerging contexts of global workplaces. In this article, we focus on one such significant example of contemporary globalization: transnational service work in the international call center industry in India. Our findings indicate that national identity centrality is indeed negatively associated with employee performance and positively associated with intention to leave. Furthermore, national identity centrality also moderates the relationship of organizational identification with performance and burnout. While we reinforce the importance of organizational identity and occupational identity centrality, we highlight the hitherto ignored consequences of national identity centrality in our study context.

Key Words: comparative and cross-cultural HRM • comparative and cross-cultural management • emotional labor • Indian call centers • job/employee attitudes • stress

Human Relations, Vol. 61, No. 11, 1499-1530 (2008)
DOI: 10.1177/0018726708096636
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