Background/Purpose: This study investigates the questions “Does supervisor support affect ambivalent identification?” and “Does organizational ostracism play a role in this potential effect?” The primary objective is to determine the mediating role of organizational ostracism in the relationship between employees’ perceptions of supervisor support and their ambivalent identification. The hypotheses are grounded in Social Exchange Theory and Social Identity Theory. Methods: A cross-sectional survey design was employed. Hypotheses were tested using data collected from 404 employees working in a diverse range of sectors within a major Organized Industrial Zone in Türkiye. Analysis was conducted using SPSS 29 and AMOS 24. Results: The findings reveal that perceived supervisor support has a statistically significant negative effect on both ambivalent identification and organizational ostracism, while organizational ostracism exhibits a positive effect on ambivalent identification. Furthermore, the findings indicate a complementary mediation mechanism: Perceived supervisor support reduces ambivalent identification both directly and indirectly by mitigating organizational ostracism. Conclusion: The results support the arguments of the aforementioned theories. By discussing the findings within the context of prior literature, this study establishes a foundation for further research. Moreover, it explores the dynamics within a high power-distance, collectivist industrial culture, offering novel insights into how paternalistic support mechanisms can buffer against social exclusion in industrial clusters.