Abstract
The relationship between dynamic capability (DC) and organizational identification is insufficiently studied. The present investigation aims to bridge this gap in the literature by empirically clarifying the relationships between how employees perceive the DC of their leading executives and how they identify relationally with their top executives and with the organization. We posit three testable hypotheses pertaining to the mediation or moderation of the connections between DC and employee organizational identification through interpersonal affinity with leading executives. Data will be collected through a web-based survey and will be empirically tested.