The antecedents and consequences of a strong professional identity among medical specialists
In: Social theory & health, Band 13, Heft 1, S. 46-61
ISSN: 1477-822X
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In: Social theory & health, Band 13, Heft 1, S. 46-61
ISSN: 1477-822X
In: Group Processes & Intergroup Relations, Band 9, Heft 4, S. 577-588
In an experimental study (N = 60) we showed that gender differences play an important role in the extent to which people expect work goal differences between themselves and their collaborating partner. Participants who interact with a same-sex partner expect this person to pursue the same work goal as the self, whereas those who interact with an opposite-sex partner expect this person to have a different work goal to the self. When these expectancies were confirmed, participants felt relatively little disappointment, developed a clear image of their partner, and felt committed toward future collaboration. However, an expectancy violation caused participants to respond relatively negatively on these measures. These effects are discussed in relation to expectancy violation and congruence theory.
In: Auditing: A Journal of Theory and Practice, forthcoming, 2023
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In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 25, Heft 5, S. 658-673
ISSN: 1464-0643
In: Social issues and policy review: SIPR, Band 8, Heft 1, S. 202-232
ISSN: 1751-2409
It has been almost 30 years since the metaphor of the "glass ceiling" was coined to describe the often subtle, but very real, barriers that women face as they try to climb the organizational hierarchy. Here we review evidence for a relatively new form of gender discrimination—captured by the metaphor of the glass cliff—that women face when they obtain positions of leadership. Such positions often prove to be more risky and precarious than those of their male counterparts. We summarize evidence demonstrating the existence of glass cliffs in business and politics as well as experimental work that identifies a number of factors contributing to the phenomenon. We then discuss implications for policy and practice, highlighting the importance of understanding women's and men's experiences in the workplace rather than treating gender diversity as merely "a numbers game."
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, S. 1-13
ISSN: 1464-0643
In: The International journal of conflict management: IJCMA, Band 26, Heft 2, S. 172-191
ISSN: 1758-8545
Purpose– The purpose of this paper is to examine the effects of asymmetric perceptions of task conflict (i.e. one person experiencing more conflict than the other) on the anticipated relationship with the partner, as well as subjective and objective performance.Design/methodology/approach– In a 2 × 2 between-participants experimental design, we manipulated participants' perception of task conflict (perceive task conflict vs does not perceive task conflict) and the perceptual conflict composition of their group (asymmetry vs symmetry). Participants were randomly allocated to each of the four experimental conditions. Eighty-four psychology students at a Dutch university participated (25 men and 59 women; average age = 21).Findings– Results show that when individuals realize that they have asymmetric task conflict perceptions, they have lower expectations about having a positive relationship with their partner and perform worse compared to when they have symmetric task perceptions (i.e. both experiencing either low or high levels of conflict).Originality/value– Past research on conflict has not often taken into account that individuals involved in a conflict can experience different amounts of conflict. By conducting an experimental study, in contrast to past research on conflict asymmetry, we can better understand the causal relationship between (a)symmetry of conflict and outcomes. We also provide insight into the mediating chain that examines how conflict asymmetry interferes with work processes and leads to negative work outcomes.
In: The international journal of conflict management: IJCMA, Band 26, Heft 2, S. 172-191
ISSN: 1044-4068
In: Organization science, Band 26, Heft 5, S. 1351-1364
ISSN: 1526-5455
We examine whether observers hold biases that can negatively affect how racially diverse teams are evaluated, and ultimately treated, relative to racially homogeneous groups. In three experiments, which held the actual content of observed behavior constant across diverse and homogeneous teams, observers were less willing to allocate additional resources to diverse teams. Through applying both statistical mediation (Studies 1 and 2) and moderation-of-process methods (Study 3), our findings supported the expectation that biased perceptions of relationship conflict accounted for this reduced support of diverse teams. Implications for diverse teams in organizations are discussed.
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 27, Heft 3, S. 446-455
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 29, Heft 6, S. 637-647