Using Self-Categorization Theory to Understand Relational Demography–Based Variations in People's Responsiveness to Organizational Culture

By Jennifer A. Chatman, Sandra E. Spataro. 2005

178 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/7ac56f494998c7a1e10d3472f34e2ca734d96dc7

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. James Avey
2. Yves R. F. Guillaume
3. Steven M. Norman
4. James L. Nimnicht
5. Nancy Graber Pigeon
6. Felix C. Brodbeck
7. L. Chou
8. Ernest H. O’Boyle

In Social Psychology

1. James Avey
2. Steven M. Norman
3. James L. Nimnicht
4. Nancy Graber Pigeon
5. L. Chou
6. Ernest H. O’Boyle
7. Allison S. O'Boyle
8. An-Chih Wang

Citations in the corpus

• Bad Apples or Bad Barrels: An Examination of Group- and Organizational-Level Effects in the Study of Counterproductive Work Behavior (2011, background): “These negative consequences of dissimilarity can be reduced if the organization’s culture encourages collectivistic values and minimizes distinctions based on tenure, status, and other surface-level indicators of difference (e.g., Chatman & Spataro, 2005).”
• The Interactive Effects of Psychological Capital and Organizational Identity on Employee Organizational Citizenship and Deviance Behaviors (2010, background): “…organizational membership), people are each going through the sense-making process that allows them to posture themselves within the associated social class, which subsequently influences their self-concept (Chatman & Spataro, 2005; Tajfel, 1982; Tsui, Egan, & O’Reilly, 1992; Turner, 1982).”
• Surface- and deep-level dissimilarity effects on social integration and individual effectiveness related outcomes in work groups: a meta-analytic integration (2012, methodology): “…(ASA) model (Schneider, 1987) have also been used to explain these surface-level dissimilarity effects, dissimilarity researchers (e.g., Chatman & Spataro, 2005; Harrison et al., 2002; Riordan, 2000) contend that the two similarity-attraction frameworks more adequately explain…”
• Organizational climate and culture. (2009, unknown): “Another example of the “culture as modera-tor” approach comes from Chatman & Spataro (2005).”
• What Differences Make a Difference? (2005, unknown): “Context might include issues of organizational culture (e.g., Chatman & Spataro, 2005; Ely & Thomas, 2001), gender composition in the overall organization (e.g., Pelled et al., 1999), or the features of the task (e.g., Pelled et al.).”
• Shared work values and team member effectiveness: The mediation of trustfulness and trustworthiness (2008, background): “…also pointed out that work values have substantial effects on a variety of employee attitudes and behaviors, such as commitment, efficacy beliefs, cooperative behavior, and performance (Chatman & Barsade, 1995; Chatman & Spataro, 2005; Earley, 1994; Hofstede et al., 1990; O’Reilly & Chatman, 1996).”