Implicit and Explicit Attitudes and Interracial Interaction: The Moderating Role of Situationally Available Control Resources
By Wilhelm Hofmann, Tobias Gschwendner, Luigi Castelli, Manfred J. Schmitt. 2008
92 citations recorded by the source corpus.
Subfields: Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/4f414ba74022d11b133c934f42917b49294653ee
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Social Psychology
- Manfred J. Schmitt
- Wilhelm Hofmann
- Malte Friese
- Silvia Knobloch-Westerwick
- Neil Malhotra
- C. Mo
- Osei Appiah
- Yotam Margalit
In Sociology and Political Science
- Malte Friese
- Wilhelm Hofmann
- Manfred J. Schmitt
- Silvia Knobloch-Westerwick
- Yotam Margalit
- Neil Malhotra
- C. Mo
- Osei Appiah
Citations in the corpus
- News Selection Patterns as a Function of Race: The Discerning Minority and the Indiscriminating Majority (2008, background): “Explicit attitudes can influence one's actions through reasoned and effortful evaluations of a source ( Fazio & Olson, 2003 ; Hoffman, Gshwendner, Castelli, & Schmitt, 2008 ).”
- Economic Explanations for Opposition to Immigration: Distinguishing between Prevalence and Conditional Impact (2013, result): “Correlations between the IAT effect and our two explicit attitude measures—foreign threat and the Indian trait index— are significant but low, which comports with extant research on explicit and implicit measures (e.g., Dovidio, Kawakami, and Gaertner 2002; Hofmann et al. 2008).”
- When and why do implicit measures predict behaviour? Empirical evidence for the moderating role of opportunity, motivation, and process reliance (2008, background): “Another study was concerned with anger expression after a mild provocation (Hofmann et al., 2008b, Study 3).”
- The existence of implicit bias is beyond reasonable doubt: A refutation of ideological and methodological objections and executive summary of ten studies that no manager should ignore (2009, unknown): “…2003, 2004, 2006, 2008; Blair, 2002; Dasgupta & Rivera, 2006; Devine et al., 2002; Dunton & Fazio, 1997; Fazio et al., 1995; Glaser & Knowles, 2008; Hofmann, Gschwendner, Castelli, & Schmitt, 2008; Lowery et al., 2001; Moskowitz et al., 1999; Park et al., 2008; Plant & Devine, 1998; Sinclair et…”