Finding Value in Diversity: Verification of Personal and Social Self-Views in Diverse Groups

By W. Swann, Jeffrey T. Polzer, D. C. Seyle, S. Ko. 2004

471 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7e0b2c09ad1600fe6b4d866f04a78a6e98f8f33c

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In Gender Studies

In Sociology and Political Science

Citations in the corpus

GIVING COMMITMENT: EMPLOYEE SUPPORT PROGRAMS AND THE PROSOCIAL SENSEMAKING PROCESS (2008, background): “Our understanding of the process of prosocial sensemaking about the self is based on theories of self-affirmation and self-verification, which suggest that employees are motivated to reinforce and authenticate valued aspects of their identities (Shamir, 1990; Swann, Polzer, Seyle, & Ko, 2004 ).”
Changing Faces: Professional Image Construction In Diverse Organizational Settings (2005, background): “less likely to draw attention to differences in a number of ways, including contributing novel or innovative ideas (Dickens & Dickens, 1991; Swann et al., 2004).”
Diversity faultlines, shared objectives, and top management team performance (2011, background): “Polzer, and colleagues (Polzer et al., 2002; Swann et al., 2004) suggest that such individuating influences may be conducive to diverse teams’ performance.”
The paradox of intragroup conflict: a meta-analysis. (2012, background): “The negative effects of task conflict on proximal outcomes, such as satisfaction, can be explained by self-verification theory (Swann et al., 2004), which suggests that group members become dissatisfied when they interpret challenges of their viewpoints by other group members as a negative assessmen”
Breaking Them in or Eliciting Their Best? Reframing Socialization around Newcomers’ Authentic Self-expression (2013, background): “This encouragement should lead to greater feelings of connection with colleagues and more positive reactions to the employment relationship (Polzer, Milton, and Swann, 2002; Swann et al., 2004).”
JOB TITLES AS IDENTITY BADGES: HOW SELF-REFLECTIVE TITLES CAN REDUCE EMOTIONAL EXHAUSTION (2014, background): “To the extent that job titles enable employees to self-express, they may help employees channel their attention and energy more effectively, have higher-quality interactions with others, and better utilize their unique capabilities (Kahn, 1990; Swann et al., 2004).”
It could be worse: a study on the alleviating roles of trust and connectedness in intragroup conflict. (2007, background): “However, in the course of conflict, team members cannot verify their views with other group members ( Swann et al. , 2004”
Responsiveness to Global and Local Consumer Culture Positioning: A Personality and Collective Identity Perspective (2012, background): “Furthermore, Podsakoff et al. (2003) suggest controlling for CMV by incorporating a theoretically unrelated marker variable to parcel out the effects of CMV.”