scholarly journals Striving for Success in Outgroup Settings: Effects of Contextually Emphasizing Ingroup Dimensions on Stigmatized Group Members’ Social Identity and Performance Styles

2006 ◽  
Vol 32 (5) ◽  
pp. 576-588 ◽  
Author(s):  
Belle Derks ◽  
Colette van Laar ◽  
Naomi Ellemers
Keyword(s):  
Social Identity ◽  
Group Members ◽  
And Performance

Working Hard to Achieve Self-Defining Group Goals: A Social Identity Analysis

2000 ◽  
Vol 31 (4) ◽  
pp. 191-203 ◽  
Author(s):  
Kelly S. Fielding ◽  
Michael A. Hogg
Keyword(s):  
Social Identity ◽  
Group Identification ◽  
Group Norms ◽  
Identity Threat ◽  
Traditional Research ◽  
Identity Model ◽  
Group Goals ◽  
And Performance ◽  
Substantial Effort

Summary: A social identity model of effort exertion in groups is presented. In contrast to most traditional research on productivity and performance motivation, the model is assumed to apply to groups of all sizes and nature, and to all membership contingent norms that specify group behaviors and goals. It is proposed that group identification renders behavior group-normative and encourages people to behave in line with group norms. The effect should be strengthened among people who most need consensual identity validation from fellow members, and in intergroup contexts where there is inescapable identity threat from an outgroup. Together these processes should encourage people to exert substantial effort on behalf of their group.

Low-status group members in the intergroup paradigm: Social identity and derogation of the ingroup

2003 ◽  
Author(s):  
Patrick J. Munhall ◽  
Mark Alicke ◽  
G. Daniel Lassiter ◽  
Amy Rosenblatt ◽  
Leah Collins ◽  
...  
Keyword(s):  
Social Identity ◽  
Status Group ◽  
Group Members

Migration, Language, Identity: The Journey of Meixian Hakkas from Calcutta to Vienna

2020 ◽  
Author(s):  
Ralf Vollmann ◽  
◽  
Wooi Soon Tek ◽  
Keyword(s):  
Social Identity ◽  
Cultural Practices ◽  
Mutual Support ◽  
Minority Culture ◽  
Language Identity ◽  
Closed Group ◽  
Group Life ◽  
Group Members ◽  
Close Friendship ◽  
Younger Generation

Hakkas from Meizhou who migrated to Calcutta established suc¬cessful businesses, and then, in the 1970s to the 1990s, moved on to settle in Vienna (and Toronto). Prac¬ticing a closed-group life both in Vienna and across continents, the Hakkas preserved their lan¬gua¬ge and culture while adapting both to India and Austria in various ways. In a series of open interviews with Vienna-based Hakkas, questions of identity and the preservation of a minority culture are raised. In dependence to age, the consultants have very different personal identities behind a shared social identity of being ‘Indian Hak¬ka¬s,’ which is, however, mostly borne out of practical considerations of mutual support and certain cultural practices. As mi¬grants, they can profit from close friendship and loyalty between group members, sharing the same pro¬fes¬sions, marrying inside the group, and speaking their own language. Questions of identity are most¬ly relevant for the younger generation which has to deal with a confusingly layered familial iden¬tity.

Trained Helping Behaviors and Group Performance

1991 ◽  
Vol 68 (3_suppl) ◽  
pp. 1291-1298
Author(s):  
Nancy J. Stone ◽  
Molly E. O'Gorman
Keyword(s):  
Group Performance ◽  
Group Members ◽  
Helping Behaviors ◽  
And Performance ◽  
Definition Of ◽  
Crossword Puzzles

96 students assigned to 32 groups were trained in seeking information to judge whether particular helping behaviors would increase application of the behavior found positively correlated with performance. Three-person groups worked crossword puzzles which decreased in difficulty over two trials. Training significantly increased seeking behaviors and performance (reduced errors). Helping behaviors were also more useful when the task was difficult and not helpful when the task was easy, which supports the notion that helping behaviors may even be debilitating under certain circumstances. More research is needed to establish a functional definition of helping behaviors and to investigate the use of helping behaviors on tasks requiring interdependence among group members.

Performance Variations Among Strategic Group Members: An Examination of Individual Firm Capability

1989 ◽  
Vol 15 (4) ◽  
pp. 649-661 ◽  
Author(s):  
Michael W. Lawless ◽  
Donald D. Bergh ◽  
William D. Wilsted
Keyword(s):  
Explanatory Power ◽  
Group Analysis ◽  
Performance Model ◽  
Strategic Groups ◽  
Strategic Group ◽  
Common Strategy ◽  
Firm Capability ◽  
Group Members ◽  
And Performance ◽  
Performance Variations

Because of inconsistent empirical evidence, the membership-performance model pervasive in strategic group analysis is re-examined. We propose that individualfirm capabilities, which reflect capacity to implement or change strategy, moderate the effect of members' shared strategy characteristics on performance. Controlling for market structure, we defined two strategic groups based on common strategy characteristics among 55 manufacturing firms. We found significant differences in performance and capabilities within each group. There was also evidence of a significant correlation between capabilities and performance within each group. We conclude that effects offirms' capabilities should be accountedfor to increase the explanatory power of strategic groups in competitive performance.

scholarly journals In Praise of Irrationality: Self, "East" and "West" in Greek Teachers' Speeches on National Day Commemorations

2014 ◽  
Author(s):  
Lucianna Benincasa
Keyword(s):  
Discourse Analysis ◽  
Social Identity ◽  
Qualitative Study ◽  
The West ◽  
Learning And Teaching ◽  
The Social ◽  
The World ◽  
Group Members ◽  
Social Creativity ◽  
East And West

In this qualitative study of school discourse on national day commemorations, focus is on the "social creativity strategies" through which group members can improve their social identity. Discourse analysis was carried out on thirty-nine teachers' speeches delivered in Greek schools between 1998 and 2004. The speakers scorn rationality and logic, stereotypically attributed to "the West" (a "West" which is perceived not to include Greece), as cold and not human. The Greeks' successful national struggles are presented instead as the result of irrationality. They claim irrationality to be the most human and thus the most valuable quality, which places Greece first in the world hierarchy. The results are further discussed in terms of their implications for learning and teaching in the classroom, as well as for policy and research.

Motivation and performance in teams: Transforming loafing into resonance

1999 ◽  
Vol 11 (1) ◽  
pp. 71-77 ◽  
Author(s):  
Tony Glynn ◽  
Stuart G. Carr
Keyword(s):  
Social Identity ◽  
Free Riding ◽  
Current Data ◽  
Team Development ◽  
Social Loafing ◽  
Group Condition ◽  
Faculty Identity ◽  
Workplace Teams ◽  
And Performance ◽  
Team Setting

AbstractEmployee responses to being placed in workplace “teams” range from free-riding (shirking, social loafing) to working harder than ever before, and feelings of identity (or in-group) with the team may play a key role in facilitating the working harder response. Fifty-two Australian future managers worked on a workplace simulation task, either (a) alone (Control), (b) among a simulated unidentified aggregate of other students (team setting, no social identity), (c) with simulated other students from the same faculty competing against the Faculty of Law (in-group, social identity condition), or (d) amid a simulated out-group of students from Law, competing against the participant's own faculty (out-group condition, pre-existing conflicting loyalty condition). As predicted, compared to (a) working alone, aggregation (b) resulted in free-riding, which was reversed by merely invoking (c) a social (faculty) identity, but then reappeared under (d) an out-group condition. Tentative though the current data may be, “flip-over” effects like these may depend on a worker's pluralistic mix of individualistic and collectivistic repertoires. To the extent that such pluralism is found throughout Australia and elsewhere in the South Pacific (Taylor & S. Yavalanavanua, 1997), our findings may apply to ‘thinking through’ workplace team development elsewhere in the region.

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