Alle Publikationen
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2018
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(2018): Highly identified power-holders feel responsible. The interplay between social identification and social power within groups. In: The British journal of social psychology 57 (1), S. 112-129. DOI: 10.1111/bjso.12225
DOI: http://www.ncbi.nlm.nih.gov/pubmed/28983928 Abstract: Power relations affect dynamics within groups. Power-holders' decisions not only determine their personal outcomes, but also the outcomes of others in the group that they control. Yet, power-holders often tend to overlook this responsibility to take care of collective interests. The present research investigated how social identification - with the group to which both the powerful and the powerless belong - alters perceived responsibility among power-holders (and the powerless). Combining research on social power and social identity, we argue that power-holders perceive more responsibility than the powerless when strongly (rather than when weakly) identifying with the group. A study among leaders and an experiment supported this, highlighting that although power-holders are often primarily concerned about personal outcomes, they do feel responsible for considering others' interests when these others are included in the (social) self.
2013
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(2013): The power of we. Evidence for group-based control. In: Journal of Experimental Social Psychology 49 (1), S. 19-32. DOI: 10.1016/j.jesp.2012.07.014
Abstract: Examined the role that group membership plays in restoring or maintaining perceived control when an individual's sense of global control is threatened. Study 1 examined whether lack of control increased ingroup bias (27 adults mean age 24 years). In Study 2, 93 Germans (mean age 21 years) to test whether the effect of control salience is independent of a possible effect of uncertainty and whether salient intergroup cooperation might reduce the effect of threat on ingroup bias (tested with categorizations of East vs West Germans). In Study 3, a context-free manipulation of control salience and a different intergroup context was used with 105 Austrians, 49 Croatians, and 104 Germans (mean age 28 years) recruited at European soccer matches. Study 4 (213 participants mean age 23 years) focused on threats to ingroup homogeneity. Study 5 (121 human rights volunteers mean age 28 years) extended the focus to both ingroup agency and homogeneity as group features. Assessment methods included the German version of the Positive and Negative Affect Schedule (PANAS). Results of the 5 studies provide evidence for specific effects of control threat on ingroup support and defense, thus supporting this novel model of group-based control. Low control increased ingroup bias and pro-organizational behavior, supporting the assumption that people increasingly act in terms of group membership when their sense of global personal control is threatened. The symbolic control restored via group membership, however, can result in increased levels of ethnocentrism and outgroup derogation. zitiert von 124
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(2013): The Microevolution of Routines. How Problem Solving and Social Preferences Interact. In: Organization Science 24 (1), S. 99-115. DOI: 10.1287/orsc.1110.0719
Abstract: Routines are repetitive patterns of activity within a group, action patterns that help the group to solve problems and organize its way of functioning. Routines address issues of problem solving as well as issues of internal integration, such as regulating group identity, status distribution, and relationships. This study uses an experiment with three-person groups to examine how routines evolve in the interaction of problem-solving and internal integration dynamics. In line with previous work, we find that groups do indeed develop problem-solving routines over time and use them consistently. Furthermore, group members internalize and retain routines in their individual decisions. The formation and retention of these routines is, however, affected by social comparisons. Groups that have a strong sense of group identity use their problem-solving routines more consistently. Their members also better retain the routines in their individual decisions. In contrast, we find that differentiated status within a group distorts its problem-solving routines by overweighting the influence of the high-status member. Status also interferes with the formation and retention of routines, in that groups are relatively less consistent in using them and their members show lower retention of the routine in their individual decisions. Finally, a strong relationship between two of the three members in a group (leaving the third group member out) enables the two to engage in consistent problem solving, but concomitantly, the group as a whole is less able to apply its routines consistently, and group retention of routines also suffers. (PsycINFO Database Record (c) 2016 APA, all rights reserved) zitiert von 19
2009
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(2009): Beruflich in Norwegen. Trainingsprogramm für Manager, Fach- und Führungskräfte. Göttingen: Vandenhoeck & Ruprecht
Abstract: Unberührte Natur, Zeugnisse einer reichen Geschichte und eine vielfältige Kunst- und Kulturszene – Norwegen ist ein äußerst beliebtes Urlaubsziel. Allerdings zieht es auch immer mehr Deutsche zu einem Studien- oder Arbeitsaufenthalt in das Land. Wer länger in der Heimat von Ibsen, Munch und Amundsen leben möchte, sollte nicht nur über Sprachkenntnisse verfügen, sondern auch mit typischen Denk- und Verhaltensweisen der Norweger vertraut sein. Auf welche kulturellen Besonderheiten man sich einstellen muss, verrät dieses Buch.
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