Psychology in Organizations: The Social-Identity Approach

By S. A. Haslam. 2000

809 citations recorded by the source corpus.

Subfields: Applied Psychology, Management Science and Operations Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/490b6ffb5dd92d73308750824755b2ff924a58eb

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In Applied Psychology

In Management Science and Operations Research

In Social Psychology

Citations in the corpus

Tribal Social Instincts and the Cultural Evolution of Institutions to Solve Collective Action Problems (2012, neutral): “Thus today human populations are routinely able to solve problems posed by cooperation and conflict by building systems of norms and institutions.”
The Relationship between Religious Identity and Preferred Coping Strategies: An Examination of the Relative Importance of Interpersonal and Intrapersonal Coping in Muslim and Christian Faiths (2010, background): “Indeed, the self is central to most models of stress and, in particular, to mainstream coping theory (Haslam, 2004), as well as to notions of self-esteem (Rosenberg, 1979), self-actualization, (Maslow, 1943), self-efficacy (Bandura, 1997), and self-determination (Ryan & Deci, 2000).”
The Impact of Workplace Support and Identity on Training Transfer: A Case Study of Drug and Alcohol Safety Training in Australia (2004, neutral): “Social identity theory has provided important insights into the influence of the workplace context on employees’ behaviour and attitudes (for a review of this research, see Haslam, 2001 ).”
Explaining enduring empowerment: A comparative study of collective action and psychological outcomes (2005, methodology): “As such, it is intended to contribute to a growing body of research which has sought to develop a distinctive social identity approach to issues of power (Haslam, 2001; Ng, 1980; Reynolds, Oakes, Haslam, Turner, & Ryan, 2004; Reynolds & Platow, 2003; Sachdev & Bourhis, 1991).”
Organisational justice, trust and the management of change: An exploration (2003, background): “This suggests that those who showed concern not only about allocations for themselves but also about outcomes for the organisation were more likely to be “trusting”, perhaps because they felt a higher level of commitment to it and a greater degree of social identity as an organisational member ( Has”