Sticking to our guns : social identity as a basis for the maintenance of commitment to faltering organizational projects

By S. A. Haslam, Michelle K. Ryan, Tom Postmes, Russell Spears, Jolanda Jetten, Paul A. Webley. 2006

151 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/a23d7ee0a81a069ebff0d4c3e8fe87cffa57377c

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

In Social Psychology

Citations in the corpus

Collective Action—and Then What? (2009, background): “exist to extend these processes to the group level (e.g., Bliuc, McGarty, Reynolds, & Muntele, 2007; Festinger, Riecken, & Schachter, 1956; Haslam et al., 2006).”
Transformational Leadership and Organizational Citizenship Behaviors: The Role of Organizational Identification (2012, background): “Evidence shows that identification is associated with anti-social behaviors (Aquino & Douglas, 2003), decreased creativity (Rotondi, 1975), resistance to organizational change (Bouchikhi & Kimberly, 2003), and a continued commitment to failing organizational projects (Haslam et al., 2006).”
Identification in Organizations: An Examination of Four Fundamental Questions (2008, background): “Other negative implications that have been identified include continued commitment to a failing organizational project (Haslam et al., 2006), resistance to organizational change (Bouchikhi & Kimberly, 2003), antisocial behaviors arising from threats to an employee’s identity (Aquino & Douglas,…”
Managing Joint Production Motivation: The Role of Goal Framing and Governance Mechanisms (2011, background): “Collective identification can possibly also create a loss of efficacy by increasing resistance to abandoning failed projects (Haslam et al., 2006).”
Challenging the Norm of Self-Interest: Minority Influence and Transitions to Helping Norms in Work Units (2012, background): “Weakly identified individuals, however, deviate as a form of disengagement rather than a search for improvement (Haslam et al., 2006; Kelley & Shapiro, 1954) or strategically conform to protect their membership (Jetten, Branscombe, Spears, & McKimmie, 2003; Jetten, Hornsey, & Adarves-Yorno, 2006).”
Investing with Prejudice: The Relationship between Women's Presence on Company Boards and Objective and Subjective Measures of Company Performance (2009, background): “…reveal the potential for normative beliefs and group dynamics to fuel ‘irrational’ but nevertheless very powerful stock-market behaviour (in the form of what he terms ‘mutually assured delusion’, p. 2; see also Akerlof and Kranton, 2005; Akerlof and Shiller, 2009; Haslam et al., 2006; Janis, 1972).”
Brand rivalry and community conflict (2013, background): “Social identity is the cognitive mechanism underlying group behavior and through identification with the in-group, “us” in contrast to “them” (Haslam et al., 2006).”
Toward a (Pragmatic) Science of Strategic Intervention: Design Propositions for Scenario Planning (2008, background): “Haslam et al. (2006) similarly reported that participants sharing a common social identity showed a sustained commitment to organizational change initiatives, whereas the absence of such an identity militated against commitment to change.”