FN ISI Export Format VR 1.0 PT J TI Mixed feelings, mixed blessing? How ambivalence in organizational identification relates to employees’ regulatory focus and citizenship behaviors. AF Schuh, Sebastian C. Van Quaquebeke, Niels Göritz, Anja S. Xin, Katherine De Cremer, David van Dick, Rolf AU Schuh, SC Van Quaquebeke, N Göritz, AS Xin, K De Cremer, D van Dick, R SO Human Relations VL 69 BP 2224 EP 2249 PY 2016 AB Recent conceptual work suggests that the sense of identity that employees develop vis-vis their organization goes beyond the traditional notion of organizational identification and can also involve conflicting impulses represented by ambivalent identification. In this study, we seek to advance this perspective on identification by proposing and empirically examining important antecedents and consequences. In line with our hypotheses, an experimental study (N = 199 employees) shows that organizational identification and ambivalent identification interactively influence employees’ willingness to engage in organizational citizenship behavior. The effect of organizational identification on organizational citizenship behavior is significantly reduced when employees experience ambivalent identification. A field study involving employees from a broad spectrum of organizations and industries (N = 564) replicated these findings. Moreover, results show that employees’ promotion and prevention focus form differential relationships with organizational identification and ambivalent identification, providing first evidence for a link between employees’ regulatory focus and the dynamics of identification. Implications for the expanded model of organizational identification and the understanding of ambivalence in organizations are discussed. DI 10.1177/0018726716639117 ER