Suchergebnisse

This experiment examined how structural characteristics of an intergroup relationship influence the behavioral reactions by members of a low-status group. Participants were 542 pupils (aged 11-12 years) who were led to believe that their school class had a low intergroup status. A 2 × 2 × 2 × 2 factorial design was created by manipulating the legitimacy of the low group status, the stability of that status, the permeability of the group boundaries, and the perceived of the individual ability of the group members. Contrary to predictions derived from existing intergroup theories, these factors did not interact in determining participants' strategy choice. The three feasibility factors (i.e. stability, permeability, and individual ability) produced substantial main effects on the choice between individual and collective strategies. The impact of legitimacy on strategy choice was rather modest and limited to collective nonnormative action and acceptance. On the other hand, legitimacy was an important determinant of ingroup bias as measured by a monetary division task. The implications for existing intergroup theories are discussed.

The present field study was designed to test the relationship between the election outcomes of political parties and the post‐election display of posters in favor of those parties. Two days before the Flemish communal elections on 8 October 2000, addresses of private houses in the community of Zele were registered that displayed at least one poster in support of a political party (N = 388). On the day after the elections, two observers checked whether the registered houses still displayed their poster(s). A strongly and positively linear relation was found between the proportional win/loss of each political party (compared with the previous elections) and the percentage of houses that continued to exhibit poster(s) in support of that party: The better the election result, the higher the proportion of houses that still displayed their poster(s).

The present field study was designed to test the relationship between the election outcomes of political parties & the postelection display of posters in favor of those parties. Two days before the Flemish communal elections on 8 Oct 2000, addresses of private houses in the community of Zele were registered that displayed at least one poster in support of a political party (N = 388). On the day after the elections, two observers checked whether the registered houses still displayed their poster(s). A strongly & positively linear relation was found between the proportional win/loss of each political party (compared with the previous elections) & the percentage of houses that continued to exhibit poster(s) in support of that party: The better the election result, the higher the proportion of houses that still displayed their poster(s). 1 Table, 10 References. Adapted from the source document.

This study tested predictions based on social identity theory and the five-stage model concerning membership of a disadvantaged group. Participants (187 male teenagers) believed that they belonged to a low-status group and were offered a choice between five behavioral alternatives. These alternatives symbolized acceptance and combinations of individual/collective and normative/nonnormative action. The stability of the intergroup stratification (stable/unstable), the openness of the high-status group (open/minimally open/closed), and the individual ability of the subordinate group members (high/low) were manipulated. The results showed that the manipulated factors were indeed important determinants of participants' behavioral preferences. However, no support was found for the individualistic action tendency assumed by both theories. On the other hand, the data yield further evidence for the `tokenism' effect.

This experiment tested the combined impact of premerger status (low, high) and relative representation (low, high) on identification with a merged group and on bias expressed towards members of the merger partner. In phase 1, 111 university students were assigned to a premerger team of "inductive" thinkers. Premerger status was manipulated by informing participants that their team had performed worse or better than a deductionist team on a decision-making task. In phase 2, the participants' premerger team was supposedly merged with this deductionist team to form a new merger team of analyst thinkers. Relative representation was manipulated by preserving either most or none of the characteristics of the premerger team in the new merger team. The results revealed a significant interaction between premerger status and relative representation on both postmerger identification and ingroup bias. Participants belonging to a high premerger status group confronted with a low relative representation reported less postmerger identification and more bias than participants in the other three conditions. Moreover, relative representation, but not premerger status, moderated the relation between postmerger identification and ingroup bias. More specifically, when relative representation was high, postmerger identification and ingroup bias were positively related. By contrast, when relative representation was low, postmerger identification and ingroup bias were negatively related. These results confirm the predictions based on the Ingroup Projection Model.

This study investigates the relation between the perceived status of an organization after a takeover (i.e. post-merger status) on employees' identification with this new organization (i.e. their post-merger identification). Respondents were 234 employees of a corrugated board producing company, which had taken over a smaller company eight months before. As hypothesized, post-merger status was positively related to organizational identification among employees of the lower-status pre-merger company, but they were not related among employees of the higher-status company. Also in line with the expectations, post-merger status was positively related to organizational identification among employees who had identified weakly with their pre-merger group, but not among employees who had identified strongly with their pre-merger group.

This study investigates the relation between the perceived status of an organization after a takeover (i.e. post-merger status) on employees' identification with this new organization (i.e. their post-merger identification). Respondents were 234 employees of a corrugated board producing company, which had taken over a smaller company eight months before. As hypothesized, post-merger status was positively related to organizational identification among employees of the lower-status pre-merger company, but they were not related among employees of the higher-status company. Also in line with the expectations, post-merger status was positively related to organizational identification among employees who had identified weakly with their pre-merger group, but not among employees who had identified strongly with their pre-merger group.

Purpose: To evaluate the impact of footprints on stair climbing in different settings. Design: Interrupted time-series design. Setting: A company (stair/elevator choice) and a mall (stair/escalator choice). Participants: Employees (n = 5676) and visitors of the mall (n = 12 623). Intervention: An intervention comprising 3 consecutive phases was implemented—(1) footprints leading to the stairs were stuck on the floor, (2) a health message referring to the footprints was introduced, and (3) passersby were congratulated for their increased stair use. Measures: Stair climbing was observed before (ie, baseline), during, and 6 to 13 weeks after (ie, follow-up) the intervention. Analysis: Proportions of stair climbers were compared using χ2 analyses. Results: The footprints resulted in a closely significant increase in stair climbing in the company (from 27.7% at baseline to 31.2% in phase 1). However, they did not produce any effect in the mall. Introducing a health message yielded an additional 12.4% increase in stair climbing in the company and a significant 11.4% increase in the mall (22.3% in phase 2). Congratulating people did not further increase stair climbing. At follow-up, the proportions of stair climbers dropped but still exceeded baseline. Conclusion: Footprints tend to increase stair climbing in a worksite setting with a stair/escalator choice but not in a public setting with a stair/elevator choice. Adding a meaningful message seems essential to obtain stronger and longer term effects.