ABSTRACT
Social identity research is very much on the ascendancy, particularly in the field of organizational psychology. Reflecting this fact, this volume contains chapters from researchers at the cutting edge of these developments.
TABLE OF CONTENTS
part I|26 pages
Introduction
part II|51 pages
Motivation and Performance
chapter 2|14 pages
Social Identity and Group Performance
Identification as the Key to Group-Oriented Effort
chapter 3|17 pages
Group Goal Setting, Social Identity, and Self-Categorization
Engaging the Collective Self to Enhance Group Performance and Organizational Outcomes
chapter 4|17 pages
Realizing the Diversity Dividend
Exploring the Subtle Interplay between Identity, Ideology, and Reality
part III|58 pages
Communication and Decision Making
chapter 7|20 pages
Identity Metamorphosis and Groupthink Prevention:
Examining Intel's Departure from the DRAM Industry
part IV|52 pages
Leadership and Authority
chapter 8|16 pages
Social Identity Analysis of Leader–Member Relations
Reconciling Self-Categorization and Leader–Member Exchange Theories of Leadership
chapter 10|16 pages
On the Social Psychology of Power and Powerlessness
Social Power as a Symptom of Organizational Division
part V|69 pages
Change and Change Management
chapter 11|13 pages
Identity, Culture, and Change in Organizations
A Social Identity Analysis and Three Illustrative Cases
chapter 12|17 pages
Organizational Identification Following a Merger
The Importance of Agreeing to Differ
chapter 13|18 pages
A Social Identity Perspective on Organizational Mergers
The Role of Group Status, Permeability, and Similarity
chapter 14|17 pages
Working with Identities
The ASPIRe Model of Organizational Planning, Negotiation, and Development
part VI|51 pages
Perceiving and Responding to Inequity
chapter 17|17 pages
Why Consumers Rebel
Social Identity and the Etiology of Adverse Reactions to Service Failure
