Biomedical subjects

Jolanda Jetten

Publications and source records attributed to Jolanda Jetten.

7 recordsLinked to original sources

PubMed2006

When group members admit to being conformist: the role of relative intragroup status in conformity self-reports.

Five studies examined the hypothesis that people will strategically portray the self as being more group influenced the more junior they feel within the group. Among social psychologists (Study 1), ratings of self-conformity by group members were greater when the status of the participant was low than when it was high. These effects were replicated in Studies 2, 3, and 4 in which relative intragroup status was manipulated. In Study 3, the authors found junior group members described themselves as more conformist than senior members when they were addressing an ingroup audience, but when they were addressing an outgroup audience the effect disappeared. Furthermore, junior members (but not senior members) rated themselves as more conformist when they were led to believe their responses were public than when responses were private (Study 5). The discussion focuses on the strategic processes underlying low-status group members' self-reports of group influence and the functional role of conformity in groups.

Female↗

PubMed2006

Protecting threatened identity: sticking with the group by emphasizing ingroup heterogeneity.

In two studies (Ns=163, 164), the authors tested the prediction that perceptions of group variability can steer and guide the way that loyalty is expressed in times of identity threat. In both studies, participants were classified as lower or higher identifiers on the basis of their scores on a group identification measure, and manipulations involved group variability perceptions (homogeneous ingroup vs. heterogeneous ingroup) and threat to the ingroup. Higher identifiers presented with a homogeneous ingroup perceived more ingroup homogeneity under threat than when there was no threat. In contrast, higher identifiers who perceived the ingroup initially as heterogeneous perceived more ingroup heterogeneity under threat than in no threat conditions. Lower identifiers perceived more ingroup heterogeneity under threat (vs. no threat) irrespective of manipulated group variability perceptions. Discussion focuses on different ways that group loyalty can be expressed in times of identity threat.

Adolescent↗

PubMed2005

Taking the strain: social identity, social support, and the experience of stress.

The social identity/self-categorization model of stress suggests that social identity can play a role in protecting group members from adverse reactions to strain because it provides a basis for group members to receive and benefit from social support. To examine this model, two studies were conducted with groups exposed to extreme levels of strain: patients recovering from heart surgery (Study 1), bomb disposal officers and bar staff (Study 2). Consistent with predictions, in both studies there was a strong positive correlation between social identification and both social support and life/job satisfaction and a strong negative correlation between social identification and stress. In both studies path analysis also indicated that social support was a significant mediator of the relationship between (a) social identification and stress and (b) social identification and life/job satisfaction. In addition, Study 2 revealed that group membership plays a significant role in perceptions of how stressful different types of work are. Implications for the conceptualization of stress and social support are discussed.

Aged↗

PubMed2004

Intergroup distinctiveness and differentiation: a meta-analytic integration.

The authors examined the relation between perceptions of intergroup distinctiveness and intergroup differentiation in a meta-analysis. They tested the social identity theory prediction that low intergroup distinctiveness underlies differentiation (the "reactive distinctiveness" hypothesis) for effects on behavioral and judgmental differentiation. In addition, they examined the moderating power of 4 variables that H. Tajfel and J. C. Turner (1979) predicted would influence differentiation (group identification, relevance of the dimension of comparison, relevance of the outgroup. and nature of intergroup relations). Analysis of 60 tests revealed that the overall effect of distinctiveness on differentiation was not significantly different from 0, but reactive distinctiveness was found on behavioral differentiation measures, whereas reflective distinctiveness was found on judgmental differentiation measures. Only group identification was a reliable moderator. High identifiers showed reactive distinctiveness, whereas low identifiers showed reflective distinctiveness.

Group Processes↗

PubMed2004

The individual within the group: balancing the need to belong with the need to be different.

Many theorists have wrestled with the notion of how people balance their need to be included in social groups with their need to be different and distinctive. This question is particularly salient to researchers from the social identity perspective, who have traditionally viewed individual differentiation within groups as being inimical to group identification. In this article we present a number of strategies that people can use to balance their need to belong and their need to be different, without violating social identity principles. First, drawing from optimal distinctiveness theory, we discuss 4 ways in which the need for belonging and the need to be different can be resolved by maximizing group distinctiveness. We then discuss 4 ways in which it is possible to achieve individual differentiation within a group at the same time demonstrating group identification. These strategies are discussed and integrated with reference to recent empirical research and to the social identity perspective.

Group Processes↗

PubMed2003

Predicting the paths of peripherals: the interaction of identification and future possibilities.

Two studies investigated how both degree of identification and the individual's position within the group influence aspects of group loyalty. The authors considered ingroup position in terms of both the individual's current position within a group and expectations concerning the likelihood that one's position might change in the future. Peripheral group members learned that their acceptance by other group members would improve in the future or that they could expect rejection by other group members. Various indices of group loyalty (ingroup homogeneity, motivation to work for the group, and evaluation of a motivated group member) showed that when group members anticipated future rejection, the lower the identification the less loyal they were. In contrast, those who expected future acceptance were more loyal (more motivated to work for the group) the lower their identification. Current group behavior depends on both intragroup future expectations and level of identification.

Adult↗

PubMed2002

Changing identity: predicting adjustment to organizational restructure as a function of subgroup and superordinate identification.

We investigated a work-team restructure within an organization obtaining measures before and after the change occurred. Pre-restructure analyses revealed that, in addition to informational variables, subgroup identification (work-team) and superordinate identification (organization) were important predictors of negative feelings towards the restructure. The more that employees identified with the subgroup, the more negative feelings they reported about the upcoming change. In contrast, the higher the identification with the superordinate group, the less negative employees felt. Longitudinal analysis revealed that compared with the pre-restructure, post-restructure levels of work-team identification, organizational identification, job satisfaction and perceived work-team performance were significantly lower. Pre-restructure work-team identification was a stronger predictor of post-restructure job satisfaction than pre-restructure organizational identification. In addition, it was found that pre-restructure work-team identification and organizational identification had opposing effects on post-restructure organizational identification. There was some evidence that high initial organizational identification protected long-term organizational commitment.

Adaptation, Psychological↗