Reducing intergroup bias: elements of intergroup cooperation

The authors examined the potentially separable contributions of 2 elements of intergroup cooperation, interaction and common fate, and the processes through which they can operate. The manipulation of interaction reduced bias in evaluative ratings, which supports the idea that these components are separable, whereas the manipulation of common fate when the groups were interacting was associated with lower bias in nonverbal facial reactions in response to contributions by in-group and out-group members. Whereas interaction activated several processes that can lead to reduced bias, including decategorization, consistent with the common in-group identity model (S. L. Gaertner, J. F. Dovidio, P. A. Anastasio, B. A. Bachman, & M. C. Rust, 1993) as well as M. Hewstone and R. J. Brown's (1986) group differentiation model, the primary set of mediators involved participants' representations of the memberships as 2 subgroups within a superordinate entity.     

Perceiving low self‐esteem in close others impedes capitalization and undermines the relationship

Disclosing positive experiences to others (i.e., “capitalization”) is associated with personal and interpersonal benefits (Gable & Reis, 2010). Unfortunately, people who perceive low self‐esteem (LSE) in close others are reluctant to capitalize, holding back from those they expect will be unsupportive (MacGregor & Holmes, 2011). In Study 1, we extend previous findings by demonstrating the importance of the type of experience disclosed; participants capitalized less positively with an (ostensibly) LSE friend when disclosing an accomplishment, not a positive experience attributed to happenstance. In Study 2, we demonstrate the external validity of the phenomenon by examining real discussions between romantic partners. Participants capitalized less positively with their LSE partner, behavior associated with lower relationship satisfaction 6 weeks later (particularly for women).     

How Groups Merge: The Effects of Merger Integration Patterns on Anticipated Commitment to the Merged Organization1

This study examined the influence of merger integration patterns on expectations about the merger process. The integration patterns included the absorb, in which the merged organization closely resembled the acquiring company; the blend, in which features of both companies were maintained, and the combine, in which the organization resembled neither pre-merger company. Undergraduates role-played employees of a merging organization and written scenarios manipulated the integration pattern and membership in the acquired or acquiring organization. Participants' commitment to the merged organization was most favorable in the combine pattern. Path analyses indicated that the relationship between merger integration pattern and organizational commitment is mediated by the conditions of intergroup contact, perceptions of organizational support, organizational unity, and the degree of threat experienced.     

INTRAORGANIZATIONAL EMPLOYEE NAVIGATION AND SOCIALLY DERIVED OUTCOMES: CONCEPTUALIZATION,VALIDATION, AND EFFECTS ON OVERALL PERFORMANCE

Intraorganizational employee navigation (IEN) is conceptualized as a means of better understanding how the organizational actor proactively works across their firm's internal environment in the execution of their jobs. Navigation is argued to be a precursor to the employee's overall performance through a class of mediating variables labeled “socially derived outcomes,” which are variables inside the organization that are bestowed upon the employee as a result of them first engaging in proactive behavior (e.g., IEN). Two studies are reported. Study I sees IEN psychometrically validated versus a range of existing proactive behaviors and individual traits (discriminant, nomological, and criterion‐related validity) with a heterogeneous sample of 704 employees. Study II then tests a model relating IEN to performance through six mediating “socially derived outcomes” by leveraging data from 2 Fortune 500 firms. The results of Study II show that IEN significantly impacts multiple measures of the employee's overall performance through mediating effects brought about by key socially derived outcomes, such as the employee's “manager alignment.” The contributions, broader implications, and limitations of the research are then put into context.     

被遗忘的《古兰经》文化

文化是否能够改变文明，就像人类一样，个人或家族经历中曾被抑制的因素会留下印记，甚至会在当今引发混乱？对上述两种情况，我们是否可以提出假设：以往未解决的冲突和“被遗忘的”，即被抑制的渊源会在当下以不满、冲突和激情的方式重现显现出来？