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001			271432
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008			190529r20142003nyuad g b 001 0 eng c
010			_a02068203
035			_a(Sirsi) 271432
040			_aUIAM _beng _erda
049			_aOCLC
050			_aHD6952
245	0	0	_aSocial identity at work : _bdeveloping theory for organizational practice / _cedited by S. Alexander Haslam, Daan van Knippenberg, Michael J. Platow, Naomi Ellemers
264		1	_aNew York : _bPsychology Press, _creprinted 2014, 2003
300			_axvi, 374 pages : _billustrations, charts ; _c23 cm.
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
500			_a"The formal proposal for this book was developed at the 12th General Meeting of the European Association of Social Psychology in Oxford, 1999"--Page xv. S. Alexander Haslam was a resident of W.A.
504			_aIncludes bibliographical references (pages 311-356) and indexes.
505			_aSection 1: Introduction. N. Ellemers, S.A. Haslam, M. Platow, D. van Knippenberg, Social identity at work: developments, debates, directions. Section 2: Motivation and performance. D. van Knippenberg, N. Ellemers, Social identity and group performance: identification as the key to collective effort. J. Wegge, S.A. Haslam, Social identity, self-categorization and group goal setting: engaging the collective self to enhance organizational outcomes. D. van Knippenberg, S.A. Haslam, Harnessing the diversity dividend: exploring the subtle interplay between identity, ideology and reality. Section 3: communication and decision-making. T. Postmes, A social identity approach to communication in organizations. M. Lea, R. Spears, P. Rogers, Social processes in electronic team work: the central issue of identity. M. Turner, A. Pratkanis, T. Samuels, Identity metamorphosis and groupthink prevention: examining intel's departure from the DRAM industry. Section 4: Leadership and authority. M. Hogg, R. Martin, Social identity analysis of leader-member relations: reconciling self-categorization and leader-member exchange theories of leadership. H. Smith, Y. Huo, T. Tyler, interpersonal treatment, social identity and organizational behavior. K. Reynolds, M. Platow, Why power in organizations really should be shared: understanding power through the perils of powerlessness. Section 5: Change and change management. N. Ellemers, Identity, Culture, and Change in organizations: a social identity analysis and three illustrative cases. E. van Leeuwen, D. van Knippenberg, Organizational identification following a merger: the importance of agreeing to differ. D. Terry, A social identity perspective on organizational mergers: the role of group status, permeability, and similarity. R.A. Eggins, K.J. Reynolds, S.A. Haslam, Working with identities: the ASPIRe model of organisational planning, Negotiation and development. Section 6: Perceiving and responding to inequity. M.J. Platow, M. Wenzel, M. Nolan, Setting fairness within a community: the importance of intragroup and intergroup dynamics on creating and responding to fairness. M.T. Schmitt, N. Ellemers, N.R. Branscombe, Perceiving and responding to gender discrimination at work. S.A. Haslam, N. Branscombe, S. Bachmann, Why consumers rebel: social identity and the aetiology of adverse reactions to service failure. References. Subject index. Author index.
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998			_am _b13-08-23 _c- _d- _e- _feng _gnyu _h0
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