The interplay between organizational polychronicity, multitasking behaviors and organizational identification: A mixed-methods study in knowledge intensive organizations

• We explore how the interpretation of the organization influences multitasking.
• We adopt mixed methods, i.e. a survey, diary data and semi-structured interviews.
• We find a positive relation between organizational polychronicity and multitasking.
• We also explore how organizational identification moderates such relationship.
• Identification has a direct effect on the number of tasks a person undertakes daily.

This paper investigates how individual perceptions and attitudes about an organization influence multitasking behaviors in the workplace. While we know that individuals are significantly influenced in their behaviors by the characteristics of their organizations (e.g. ICTs, organizational structure, physical layout), we still do not know much about how the way individuals interpret their organization influences their multitasking behaviors. Thus, we specifically hypothesize that the individual perception of the organizational preferences for multitasking (i.e. organizational polychronicity) engenders the actual multitasking behaviors that an individual enacts in the workplace. We also hypothesize that the attachment to the organization (i.e. organizational identification) moderates the above relationship. We conducted a mixed method study in two knowledge intensive organizations (an R&D Unit and a University Department) and collected data through a survey, diaries, and semi-structured interviews. Our findings support the first hypothesis but not the moderating role of organizational identification. However, this latter is directly related to how much a person is willing to work on multiple activities on a single day. Further, our study suggests that not only the organizational context should be investigated in the study of multitasking behaviors, but also the larger work context, including the individuals’ professional communities. We conclude with a discussion of theoretical and practical implications as well as methodological reflections on mixing methods in the study of multitasking in organizations.