A Tripartite Model of Group Identification

Henry, Kelly Bouas; Arrow, Holly; Carini, Barbara

doi:10.1177/104649649903000504

Cited by 213 publications

(175 citation statements)

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“…Генри и др. выделили когнитивный, аффективный и поведенческий аспекты в групповой идентификации [12]. Обобщение иссле-дования межличностной и групповой идентификации позволяет сделать неко-торые выводы.…”

Section: эмпирические исследованияunclassified

Interrelation of group, micro-group and interpersonal identities of employees in production groups

Sidorenkov

Dorofeev

2016

Social Psychology and Society

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The article represents the results of mathematical and statistical analysis of the links between the levels of the identity of employees (group, micro-group and interpersonal) by three components (cognitive, affective and behavioral) in 37 industrial groups with expertise in different fields. The significant linear relationship between micro-group and interpersonal identity (for all components), high linear relationship between group identity and micro-group identity (only for affective component) and the lack of linear relationship between the components of inter- personal and group identity are revealed. Higher influence of group identity on micro-group (for all components) and interpersonal identity (for cognitive and behavioral components) is found out in the totality of intercorrelation between group, micro-group and interpersonal identities. Non-linear relationship between group and micro-group identity for all components is revealed. This non-linear relation indicates that increase in expressiveness of one of the components of group iden- tity leads to decrease in expressiveness of the respective component of micro-group identity. This effect occurs until definite moment, after which, on the contrary, further reinforcement of the components of group identity leads to the increase in expressiveness of micro-group identity. These established consistent patterns are interpreted in the article.

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Section: эмпирические исследованияunclassified

Interrelation of group, micro-group and interpersonal identities of employees in production groups

Sidorenkov

Dorofeev

2016

Social Psychology and Society

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“…Smerilli (2012) developed this idea further by proposing an extension of the theory in which players use the Bdouble-crossing intuition^as a basis for adjudicating between individual and team reasoning. Furthermore, experimental evidence has shown that perceived interdependence, as produced by a threat of negative outcomes from dissimilarcategory others or a promise of positive outcomes from similar-category others, is a stronger driver of group identification than mere similarity or enhanced salience of group identity (Flippen, Hornstein, Siegal, & Weitzman, 1996;Henry, Arrow, & Carini, 1999). This is a rather different interpretation of interdependence from Bacharach's strong interdependence, but the conclusion may apply also to strong interdependence, and the comparison would be well worth investigating experimentally.…”

Section: Group Identificationmentioning

confidence: 99%

Team reasoning: Solving the puzzle of coordination

Colman

Gold

2017

Psychon Bull Rev

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In many everyday activities, individuals have a common interest in coordinating their actions. Orthodox game theory cannot explain such intuitively obvious forms of coordination as the selection of an outcome that is best for all in a common-interest game. Theories of team reasoning provide a convincing solution by proposing that people are sometimes motivated to maximize the collective payoff of a group and that they adopt a distinctive mode of reasoning from preferences to decisions. This also offers a compelling explanation of cooperation in social dilemmas. A review of team reasoning and related theories suggests how team reasoning could be incorporated into psychological theories of group identification and social value orientation theory to provide a deeper understanding of these phenomena.Keywords Common knowledge . Cooperation . Coordination . Game theory . Group identification . Social dilemma . Social value orientation . Team reasoning Near the end of the 1960 movie Spartacus, directed by Stanley Kubrick, a Roman general addresses a group of slaves who have been captured after rising up in revolt, offering to spare them and return them to slavery if they identify their leader, Spartacus. To save his comrades, Spartacus (played by Kirk Douglas) rises to his feet and declares: BI am Spartacus.^Immediately and without any discussion among themselves, the other slaves stand up one by one, also claiming BI am Spartacus,^thereby preventing the Roman general from singling out their leader or anyone else for special punishment. This is a dramatic example of coordination, one of the most fundamental processes of social interaction, manifested whenever two or more individuals try to align their actions with one another in order to achieve a common goal.Coordination is an elementary form of cooperation, relatively neglected by researchers, perhaps partly because it is so familiar and commonplace, but it is beginning to attract attention (e.g., Thomas, Scioli, Haque, & Pinker, 2014). Surprisingly, because it seems so simple and obvious, it turns out to be inexplicable by orthodox game theory, a highly developed theory designed precisely to explain interactive decision making. Coordination thus appears to be a classic example of the type of phenomenon referred to by Heider (1958), in which Bthe veil of obviousness that makes so many insights of intuitive psychology invisible to our scientific eye has to be pierced( p. 7). In this article, we show how theories of team reasoning solve this problem convincingly and also provide a compelling explanation for cooperation in social dilemmas. We review the literature on team reasoning, including theoretical issues and experimental evidence, and, for the sake of balance and completeness, we discuss more briefly the principal competing theories of coordination and related theories of social psychology. We show how certain psychological theories could be strengthened significantly by incorporating team reasoning. Before going into details about these issues, it is ne...

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“…Team identification is defined as a personal, cognitive, emotional and behavioral bond between individual and team (Henry, Arrow, & Carini, 1999). Team identification is a particular type of social identification, representing the extent to which individual team members perceive a sense of ''oneness'' with a particular organizationally based team (Gundlach et al, 2006).…”

Section: Moderating Effect Of Team Identitymentioning

confidence: 99%

“…Team identification was measured by the 12-item 7-point Likert-type inventory (7 ¼ strongly agree, to 1 ¼ strongly disagree) developed by Henry et al (1999) (e.g., ''I think of this team as part of who I am''). Internal consistency reliability was 0.92. members adopt active collaboration among parties to reach a solution that satisfies all concerned (e.g., ''Team members try to bring all our concerns out in the open so that the issues can be resolved in best possible way'').…”

Section: Team Identitymentioning

confidence: 99%

Team conflict management and team effectiveness: the effects of task interdependence and team identification

2008

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SummaryThe present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy-seven intact work teams from high-technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance.

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A Tripartite Model of Group Identification

Cited by 213 publications

References 50 publications

Interrelation of group, micro-group and interpersonal identities of employees in production groups

Interrelation of group, micro-group and interpersonal identities of employees in production groups

Team reasoning: Solving the puzzle of coordination

Team conflict management and team effectiveness: the effects of task interdependence and team identification

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