Effects of Visual Representation on Social Influence in Computer‐Mediated Communication

Two experiments investigated if and how visual representation of interactants affects depersonalization and conformity to group norms in anonymous computer‐mediated communication (CMC). In Experiment 1, a 2 (intergroup versus interpersonal) × 2 (same character versus different character) between‐subjects design experiment (N= 60), each participant made a decision about social dilemmas after seeing two other (ostensible) participants’ unanimous opinions and then exchanged supporting arguments. Consistent with the Social Identity model of Deindividuation Effects (SIDE), when the group level of self‐identity was rendered salient in an intergroup encounter, uniform virtual appearance of CMC partners triggered depersonalization and subsequent conformity behavior. By contrast, when the personal dimension of the self was salient, standardized representation tended to reduce conformity. To elucidate the mediation process, Experiment 2 investigated the causal links between depersonalization, group identification, and conformity. The results show that depersonalization accentuated adherence to group norms, both directly and indirectly via group identification.     

The Effects of Applicant Résumé Contents on Recruiters' Hiring Recommendations: The Mediating Roles of Recruiter Fit Perceptions

The résumé is the most commonly used selection tool for organisations. Past studies have demonstrated that recruiter hiring recommendations can be predicted based on the content of applicant résumés. However, the mechanisms underlying the links between résumé contents and hiring recommendations remain unclear. The present study extends previous research by examining the mediating roles of recruiters' multi‐faceted fit perceptions in a field setting. Data were collected from 216 organisational recruiters who participated in campus recruitment at seven universities in Taiwan. The results showed that applicant work experience and educational background increased recruiter hiring recommendations through recruiter perceived person–job (P–J) fit. In addition, applicant work experience predicted recruiter perceived person–organisation (P–O) fit, which in turn enhanced recruiter hiring recommendations.