Social Psychology of the Workplace, Volume 23

13.pdf......Page 0
List of contributors......Page 2
preface......Page 4
Social capital and cooperative behavior in the workplace: a social identity perspective......Page 8
Social capital in the workplace: forms, functions, and foundations......Page 10
Collective identity as a psychological source of social capital......Page 12
Explicating the links between collective identity and social capital......Page 16
Psychological Transformations and Choice Behavior......Page 17
Cognitive Transformations......Page 18
Motivational Transformations......Page 19
Hedonic Transformations......Page 21
Salience of Social Decision Rules......Page 24
Social identity and social capital in the workplace: toward a more integrative perspective......Page 25
Social Identity, Social Capital, and Workplace Trust......Page 26
Creating and Sustaining Social Capital in the Workplace: Some Practical Implications and Caveats......Page 27
Social Identity in the Workplace: Toward a More Prosocial (and Less Economistic) View of Workplace Behavior......Page 28
Notes......Page 30
Acknowledgments......Page 31
References......Page 32
The negative and positive psychology of leadership and group research......Page 38
Positive psychology......Page 40
Negative psychology of leadership......Page 41
Negative psychology of groups and teams......Page 47
Positive psychology of leadership......Page 52
Positive psychology of groups and teams......Page 55
Methodological Issues......Page 59
References......Page 60
How Team Leaders Use Salient Vision and Self-Sacrifice to Enhance Team Effectiveness......Page 69
Background......Page 71
Vision Salience......Page 72
Self-Sacrificial Behavior......Page 73
Hypotheses......Page 75
Team Climate......Page 76
Methods......Page 77
Measurement......Page 78
Results......Page 80
Conclusion......Page 85
Notes......Page 89
References......Page 90
Biased estimators? Comparing status and statistical theories of gender discrimination......Page 94
Status Characteristics Theory......Page 96
Status Discrimination in the Labor Market......Page 97
Scope Conditions......Page 98
Theories of statistical discrimination......Page 99
Mean Models of Statistical Discrimination......Page 100
Variance Models of Statistical Discrimination......Page 101
Measurement Models of Statistical Discrimination......Page 102
A comparison of statistical and status-based discrimination......Page 104
Empirical Evidence......Page 105
Relative Advantages of Status and Statistical Discrimination Theories......Page 108
Broadening the Conception of Performance Expectations......Page 111
The Importance of Commitment and Effort......Page 112
The Declining Significance of Competence......Page 113
Evaluating Perceived Effort, Commitment and Competence......Page 114
Conclusion......Page 116
Notes......Page 118
References......Page 119
Legitimacy, Organizational Sex Composition, and Female Leadership......Page 122
Legitimacy and leadership......Page 125
Gender stereotypes, gender status beliefs, and organizational sex composition......Page 126
The Work Situation: Scope Conditions......Page 128
Task 1......Page 129
The Triggering Effect of Deauthorizaton in Task 2......Page 130
Theoretical Assumptions and Hypotheses......Page 133
Participants and Organizational Groups......Page 134
Procedures......Page 135
Manipulations of Independent Variables......Page 138
Measures of Dependent Variables......Page 139
Manipulation Checks of Independent Variables......Page 140
Task 1 Results Check......Page 141
The Effects of Legitimacy on Deferential and Directive Behavior......Page 142
The Effects of Legitimacy and Organizational Sex Compositions on Deference and Directive Behaviors......Page 143
The Effects of Legitimacy and Organizational Sex Composition on Task Behavior......Page 144
Conclusion......Page 145
Notes......Page 147
Acknowledgment......Page 149
References......Page 150
Status and Power in Organizational Group Research: Acknowledging the Pervasiveness of Hierarchy......Page 153
Status......Page 155
Power......Page 157
Influence......Page 158
Groups and hierarchy......Page 160
Discussion Bias......Page 162
Rotating Group Members......Page 165
Transactive Memory......Page 167
Conflict and Performance......Page 168
Creativity: Managing Diversity in Groups......Page 172
Conclusion......Page 176
References......Page 177
Power, status, and leadership in diverse organizations: from basic research to program development......Page 187
Introduction......Page 188
Power, status, and leadership......Page 189
Relating theories of power and status to leadership diversity......Page 191
Interrelating theory, research, and program development......Page 192
Leadership in diverse environments program development......Page 194
Basic research: status characteristics and the glass ceiling2......Page 196
Does a Glass Ceiling Specific to Women Exist?......Page 197
Extending Status Characteristics Theory to Explain the Glass Ceiling......Page 198
Recent progress in program development......Page 202
Conclusion......Page 203
Notes......Page 204
References......Page 205
Preliminary Readings for a Research Seminar: Power, Status, and Leadership in Diverse Environments......Page 209
Procedural Justice and Legitimacy: Predicting Negative Emotional Reactions to Workplace Injustice......Page 211
Emotional reactions to workplace injustice......Page 213
Procedural justice and emotions......Page 215
Legitimacy and emotions......Page 217
Categories of emotional response......Page 218
Backward-looking Emotions: Anger and Resentment......Page 220
Forward-looking Emotions: Worry and Hopelessness......Page 222
Emotional Expression: Anger and Resentment......Page 224
Conclusion......Page 227
References......Page 228
Introduction......Page 232
Legitimacy and institutionalization......Page 233
Institutionalization......Page 235
Status and Legitimacy......Page 236
Status in Groups......Page 237
Legitmation and Delegitimation of Status Orders......Page 240
Status and Institutionalization......Page 241
Institutionalization as trust-building......Page 242
Definitions of Trust......Page 243
Theoretical Explanations of Trust......Page 244
Legitimacy as trust-building with application to leadership in organizations......Page 245
Leader Legitimacy and Trust: Relevant Research......Page 246
A research setting to examine legitimacy as trust-building......Page 248
An Experimental Setting for Leader Legitimacy......Page 249
Discussion and conclusion......Page 250
References......Page 251
Selective identity preferences: Choosing from among alternative occupational identities......Page 256
Background......Page 259
Theory......Page 261
Occupational Identities as Affect Control......Page 262
The Goodness, Power, and Liveliness of Occupations......Page 265
Summary and predictions......Page 266
Hypotheses......Page 267
Measuring Identity Meanings......Page 273
Measuring Identity Preferences......Page 274
Analyses and findings......Page 275
Conclusions and discussion......Page 278
Acknowledgment......Page 281
References......Page 282
How not to build an online market: the sociology of market microstructure......Page 285
The Unplanned Experiment......Page 286
Research Setting......Page 287
The ‘‘B2B’’ model of the market......Page 288
Assumptions in the Market Model......Page 289
The ‘‘Demise’’ of the Middleman......Page 290
The Texas Propane Hub......Page 291
Altra Online Exchange......Page 292
The Puzzle of California Propane......Page 293
‘‘Things Go Wrong’’......Page 296
Solving Supply Problems......Page 297
Favors in the Texas Market......Page 298
The prevalence of fragmented markets......Page 299
‘‘It’s Not the Same Stuff’’......Page 300
The Importance of the Middle Ground......Page 301
The Technology Needs to Match the Sociology......Page 303
Notes......Page 304
References......Page 306