Social identity and the problem of loyalty in knowledge-intensive companies

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 far management. The paper discusses different kinds of and modes of accomplishing loyalty and also addresses past-exit management, how companies may deal with employees that have left the company.