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21 – 30 of 229The relationship between intergroup conflict and intragroup cohesion is a longstanding concern in sociology and related disciplines. Past work suggests that intergroup conflict…
Abstract
The relationship between intergroup conflict and intragroup cohesion is a longstanding concern in sociology and related disciplines. Past work suggests that intergroup conflict shapes emotional bonds between group members, promotes in-group and out-group stereotyping, encourages self-sacrifice for the group, and changes the social structure of groups. Conflict thus plays an important structural role in organizing social interaction. Although sociologists contributed much to the beginnings of this research tradition, sociological attention to the conflict–cohesion link has waned in recent decades. We contend that despite advances in our understanding of the conflict–cohesion hypothesis, more remains to be done, and sociologists are especially equipped to tackle these unanswered questions. As such, we encourage sociologists to revisit the study of intergroup conflict and intragroup cohesion and offer some possibilities for furthering our understanding of this phenomenon. After reviewing and evaluating the relevant literatures on the conflict–cohesion hypothesis, we consider ways in which a broad range of current theories from the group process tradition – including theories of status, exchange, justice, identity, and emotion – could contribute to understanding the conflict–cohesion hypothesis and how those theories could benefit from considering the conflict–cohesion hypothesis. In doing so, we make a case for the continuing importance of sociology in explaining the link between intergroup conflict and intragroup cohesion.
Early in one’s career in psychology, certainly starting in graduate school, if not sooner as a psych major in college, a choice point gradually emerges between seeking a career as…
Abstract
Early in one’s career in psychology, certainly starting in graduate school, if not sooner as a psych major in college, a choice point gradually emerges between seeking a career as a scholar, a scientist, and perhaps as an academic versus pursuing the life of a practitioner, one who applies the work of the former, the scholar. We faculty will often cast this choice in the form of a “tension” between science and practice. Ironically, I have never felt such tension. The purpose of this chapter is to explore choices we make in life and career, the consequences of these choices, and what we can learn in the process, that is, along the way and the implications for organization change and development.
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Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are…
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Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.
DURING much of the Second World War, the affairs of the Library Association were conducted for the Council by an Emergency Committee. The record of its meeting on 10th June 1941…
Abstract
DURING much of the Second World War, the affairs of the Library Association were conducted for the Council by an Emergency Committee. The record of its meeting on 10th June 1941, includes the following: “A resolution having been received suggesting that a committee be formed to consider post‐war reconstruction, it was resolved that by means of a notice in the LIBRARY ASSOCIATION RECORD, Branches and Sections should be invited to formulate suggestions for the consideration of the committee. A draft questionnaire for the purpose of an enquiry into the effects of the war on the public library service was approved”. In July, the Committee reported “further arrangements … for carrying out an exhaustive survey designed to give the necessary data for full and detailed consideration and ultimate recommendation as to the future of public libraries, their administration and their place in the social services”. The promised notice appeared as an editorial in September.
Boas Shamir and Jane M. Howell
The literature on charismatic leadership in organizations has neglected the organizational context in which such leadership is embedded. The purpose of this article is to enrich…
Abstract
The literature on charismatic leadership in organizations has neglected the organizational context in which such leadership is embedded. The purpose of this article is to enrich and refine charismatic leadership theory by linking it to its organizational context. We argue that while charismatic leadership principles and processes potentially apply across a wide variety of situations, the emergence and effectiveness of such leadership may be facilitated by some contexts and inhibited by others. We develop and present a series of propositions linking contextual variable to the emergence and effectiveness of charismatic leadership. Among the contextual variable we examine are the organizational environment, life-cycle stage, technology, tasks, goals, structure, and culture, as well as the leader’s level in the organization and the circumstances surrounding his or her appointment.
Nickie D. Phillips and Nicholas Chagnon
Purpose: In this chapter, the authors posit that, shadowing the etiological crises in criminology, much crime media scholarship remains “lost in the mediascape.” The authors…
Abstract
Purpose: In this chapter, the authors posit that, shadowing the etiological crises in criminology, much crime media scholarship remains “lost in the mediascape.” The authors outline why dominant positivist methodologies in crime media scholarship leave us lost and offer tools that researchers may use for better wayfinding in this complex and dynamic environment.
Methodology/approach: Drawing on the concept of liquid criminology, the authors join a growing chorus in the crime media field calling for methodological and theoretical concepts more reflective of the social dimensions of liquid modernity, that is, uncertainty, ambiguity, impermanence, precarity, etc.
Findings: The conditions of liquid modernity inform a mediascape characterized by an abundance of data, misinformation, disinformation, propaganda, and conspiracy theories resulting in collective disorientation and the inability to form coherent narratives about the past, present, or future. As such, these conditions defy positivistic conventions like representative sampling and demand new, imaginative approaches to the study of crime media. To that end, informed by the cultural criminological perspective, the authors offer two methodologies and one theoretical concept.
Research limitations: The authors believe our methodological and theoretical suggestions are best suited for analyzing themes and concepts among discourse around crime incidents that have significant legal and social implications. The authors offer no definitive answers, but hope to begin building a better toolbox for wayfinding in this digital wilderness.
Originality/value: The currently dominant methodology within crime media scholarship is a poor fit with contemporary media culture. Here, the authors begin to remedy that by proposing an orientation that fits better with the fluid, uncertain, and dynamic media environment that permeates our social world.
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A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first…
Abstract
A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.
Alana E. Jansen and Ben J. Searle
While diversification within organisations is seen by many to be a strategic move, there is conflicting evidence about what makes diverse teams successful. The purpose of this…
Abstract
Purpose
While diversification within organisations is seen by many to be a strategic move, there is conflicting evidence about what makes diverse teams successful. The purpose of this paper is to highlight a range of complex, and in some cases contradictory, research contributions towards several key areas of diversity within teams, and to propose a framework for integrating existing approaches and clarifying inconsistencies in this domain.
Design/methodology/approach
A literature review was conducted to explore several key areas of surface and deep-level diversity in teams, with the discussion included in this paper highlighting many of the inconsistencies and complexities associated with this research domain.
Findings
This review highlights the need for future research to look at the effects of surface and deep-level diversity simultaneously, over time, across multiple levels and with a broad range of contextual moderators, to examine their impact on a range of outcomes.
Originality/value
In order to account for the complexities within diversity research, the authors propose the use of the job demands-resources (JDR) model which suggests possible explanations for inconsistent findings and bridges the gap between commonly used theoretical perspectives.
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The study examined the effects of two context variables, such as work experience and opponent's power on the styles of handling interpersonal conflict. 480 subjects were asked to…
Abstract
The study examined the effects of two context variables, such as work experience and opponent's power on the styles of handling interpersonal conflict. 480 subjects were asked to consider a short critical incident describing an interpersonal conflict in an organization and to indicate their response to the situation in terms of the five conflict management styles: integrating, obliging, avoiding, dominating, and compromising. The results suggest that under the low‐power opponent condition there was a higher preference for dominating and a lower preference for avoiding, obliging, and integrating. Inexperienced subjects did not change their choice of using the different conflict management styles in view of their opponent's power. The results also showed significant interaction effects of the two independent variables. The implications for the study are discussed.