This article aims to analyze how the components of the identification process are configured in a contemporary organization whose path was characterized by growth, crisis and restructuring. By seeking to offer a qualitative and integrated perspective of the identification and organizational identity phenomena, this paper analyzes the cognitive, affective and values components of the identification process. It was observed, into the case study of a multinational technology company that, during the time of growth, its employees established a stable sense of belonging with the idealized, loved and thought-to-be prestigious company, which led to the predominance of a psycho-emotional dependence relationship. Nevertheless, right after the period of crisis and restructuring, there was a rational movement that disconnected employees from the company which was intensified by the changes and instability that organizational attributes and values underwent. The conclusion reached was that contemporary organizations undergoing frequent and radical change processes have lost their connotation of being safe spaces people would identify themselves with.
identification; identification process components; organizational identity; organizational identification; organizational change