Essay On Social Identity Theory

1390 Words 6 Pages
Register to read the introduction… After all, research on experimental and ethnic groups indicates that groups are less likely to evidence ethnocentrism and defensive biases if differences are viewed as legitimate (Ashforth & Mael, 1989). Hatch and Schultz (2002) also contend that knowing how organizational identities work can help organizations avoid organizational dysfunction and thus increase their effectiveness. Hatch and Schultz reach this conclusion based on the implications of their hypothesis that the processes of mirroring, reflecting, expressing, and impressing are part of an integrated dynamic in which identity is simultaneously shaped through cultural understandings formed within the organization and external images provided by stakeholders. Thus, the authors suggest that organizations could strive to nurture and support the processes relating to organizational culture, identity and images by maintaining an open dialogue between top managers, organizational members, and …show more content…
In an exploratory investigation into the social indemnification and enactment processes in a British-Italian shared management joint venture, Salk and Shenkar (2001) found that national social identities were so dominant that they tended to mediate the relationship of environmental and structural variables. Thus, the authors suggest that the type of conflict generated by social identity enactments may be carried over into the resolution phase by virtue of becoming too deeply embedded. Similarly, Hong (2003) contend that social identification effects can get accentuated when people hold a fixed view of human character and attribute immutable dispositions to social groups.

A review of the available literature on social identity theory and enactments suggests that organizations who consciously work towards creating and fostering a common identity will reap the benefits of greater organizational commitment, improved employee morale and job satisfaction, better decision-making processes, enhanced creativity and innovation, and more competitive edges (Chow & Crawford,

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