Pegah Sajadi, Christian Vandenberghe, Ariane Ollier‐Malaterre
{"title":"同事关系中的自我验证和社会主导地位","authors":"Pegah Sajadi, Christian Vandenberghe, Ariane Ollier‐Malaterre","doi":"10.1111/emre.12671","DOIUrl":null,"url":null,"abstract":"This article conceptualizes the bright and dark sides of self‐verification processes among dyads of coworkers from different social groups. We argue that these processes depend on coworkers' social dominance orientation (SDO), which determines whether they hold dominant, subordinate, or egalitarian social identities. The proposed typology identifies four types of dyads. In <jats:italic>stormy</jats:italic> dyads, the member of the dominant social group has a high SDO, the member of the subordinate social group has a low SDO, and self‐verification is associated with reciprocal covert (and occasionally overt) coworker antagonism. In <jats:italic>conforming</jats:italic> dyads, both members have high SDO, and self‐verification leads to covert antagonistic behaviors from the dominant member. In <jats:italic>egalitarian</jats:italic> dyads, both members have low SDO, and self‐verification leads to long‐term affective and instrumental coworker support. Finally, in <jats:italic>compassionate</jats:italic> dyads, the member of the dominant social group has a low SDO, the member of the subordinate social group has a high SDO, and coworker support is instrumental. We examine the implications of this typology for our understanding of self‐verification processes in the context of diversity among coworker relationships.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"19 1","pages":""},"PeriodicalIF":3.4000,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Self‐verification and social dominance in coworker dyads\",\"authors\":\"Pegah Sajadi, Christian Vandenberghe, Ariane Ollier‐Malaterre\",\"doi\":\"10.1111/emre.12671\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"This article conceptualizes the bright and dark sides of self‐verification processes among dyads of coworkers from different social groups. We argue that these processes depend on coworkers' social dominance orientation (SDO), which determines whether they hold dominant, subordinate, or egalitarian social identities. The proposed typology identifies four types of dyads. In <jats:italic>stormy</jats:italic> dyads, the member of the dominant social group has a high SDO, the member of the subordinate social group has a low SDO, and self‐verification is associated with reciprocal covert (and occasionally overt) coworker antagonism. In <jats:italic>conforming</jats:italic> dyads, both members have high SDO, and self‐verification leads to covert antagonistic behaviors from the dominant member. In <jats:italic>egalitarian</jats:italic> dyads, both members have low SDO, and self‐verification leads to long‐term affective and instrumental coworker support. Finally, in <jats:italic>compassionate</jats:italic> dyads, the member of the dominant social group has a low SDO, the member of the subordinate social group has a high SDO, and coworker support is instrumental. We examine the implications of this typology for our understanding of self‐verification processes in the context of diversity among coworker relationships.\",\"PeriodicalId\":47372,\"journal\":{\"name\":\"European Management Review\",\"volume\":\"19 1\",\"pages\":\"\"},\"PeriodicalIF\":3.4000,\"publicationDate\":\"2024-08-13\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"European Management Review\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1111/emre.12671\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"European Management Review","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1111/emre.12671","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
Self‐verification and social dominance in coworker dyads
This article conceptualizes the bright and dark sides of self‐verification processes among dyads of coworkers from different social groups. We argue that these processes depend on coworkers' social dominance orientation (SDO), which determines whether they hold dominant, subordinate, or egalitarian social identities. The proposed typology identifies four types of dyads. In stormy dyads, the member of the dominant social group has a high SDO, the member of the subordinate social group has a low SDO, and self‐verification is associated with reciprocal covert (and occasionally overt) coworker antagonism. In conforming dyads, both members have high SDO, and self‐verification leads to covert antagonistic behaviors from the dominant member. In egalitarian dyads, both members have low SDO, and self‐verification leads to long‐term affective and instrumental coworker support. Finally, in compassionate dyads, the member of the dominant social group has a low SDO, the member of the subordinate social group has a high SDO, and coworker support is instrumental. We examine the implications of this typology for our understanding of self‐verification processes in the context of diversity among coworker relationships.
期刊介绍:
The European Management Review is an international journal dedicated to advancing the understanding of management in private and public sector organizations through empirical investigation and theoretical analysis. The European Management Review provides an international forum for dialogue between researchers, thereby improving the understanding of the nature of management in different settings and promoting the transfer of research results to management practice. Although one of the European Management Review"s aims is to foster the general advancement of management scholarship among European scholars and/or those academics interested in European management issues.