Solo disponible en BuenasTareas
  • Páginas : 57 (14066 palabras )
  • Descarga(s) : 0
  • Publicado : 14 de marzo de 2011
Leer documento completo
Vista previa del texto
Social Identity and Self-Categorization Processes in Organizational Contexts Author(s): Michael A. Hogg and Deborah J. Terry Source: The Academy of Management Review, Vol. 25, No. 1 (Jan., 2000), pp. 121-140 Published by: Academy of Management Stable URL: http://www.jstor.org/stable/259266 . Accessed: 08/03/2011 07:58
Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms andConditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisherregarding any further use of this work. Publisher contact information may be obtained at . http://www.jstor.org/action/showPublisher?publisherCode=aom. . Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, andbuild upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org.

Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Review.


?Academy of Management Review 2000, Vol. 25, No. 1, 121-140.

MICHAEL A. HOGG DEBORAH J. TERRY University of Queensland
Although aspects of social identity theory are familiar to organizational psychologists, its elaboration, through self-categorization theory, of how social categorization and prototype-baseddepersonalization actually produce social identity effects is less well known. We describe these processes, relate self-categorization theory to social identity theory, describe new theoretical developments in detail, and show how these developments can address a range of organizational phenomena. We discuss cohesion and deviance, leadership, subgroup and sociodemographic structure, and mergers andacquisitions.

Organizations are internally structured groups that are located in complex networks of intergroup relations characterized by power, status, and prestige differentials. To varying degrees, people derive part of their identity and sense of self from the organizations or workgroups to which they belong. Indeed, for many people their professional and/or organizational identity may be morepervasive and important than ascribed identities based on gender, age, ethnicity, race, or nationality. It is perhaps not surprising that social psychologists who study groups often peek over the interdisciplinary fence at what their colleagues in organizational psychology are up to. Some, disillusioned with social cognition as the dominant paradigm in mainstream social psychology, vault the fence,thus fueling recent and not so recent laments within social psychology that the study of groups may be alive and well, but not in social psychology (e.g., Levine & Moreland, 1990; Steiner, 1974). Over the past 10 or 15 years, however, there has been a marked revival of interest among social psychologists in the study of groups and group processes (e.g., Abrams & Hogg, 1998; Hogg & Abrams, 1999; Hogg& Moreland, 1995; Moreland, Hogg, & Hains, 1994), even spawning two new journals: Group Dynamics in 1996 and Group Processes and Intergroup Relations in
This article was written while Michael Hogg spent a year as visiting professor in the Department of Psychology at Princeton University. 121

1998. The new interest in groups is different. There is less emphasis on interactive small groups,...