Shared identity in organizational stress and change.
- van Dick R Department of Psychology, Goethe University Frankfurt, Germany; Work Research Institute (AFI), Oslo, Norway. Electronic address: van.dick@psych.uni-frankfurt.de.
- Ciampa V Department of Psychology and Cognitive Science, University of Trento, Italy.
- Liang S Department of Psychology, University of Zurich, Switzerland; School of Management and Engineering, HES-SO, University of Applied Sciences and Arts, Western Switzerland.
- 2017-11-28
Published in:
- Current opinion in psychology. - 2018
Employment
Group Processes
Organizational Culture
Organizational Innovation
Social Behavior
Social Theory
Stress, Psychological
Workplace
English
The social identity approach has been found very useful for the understanding of a range of phenomena within and across organizations. It has been applied in particular to analyze employees' stress and well-being at work and their reactions to organizational change. In this paper, we argue that there is a mismatch between the theoretical notion of shared identities in teams and organizations and empirical research, which largely focuses on the individual employee's identification with his or her social categories at work. We briefly review the literature in the two areas of stress and change and conclude with an agenda for future research.
- Language
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- English
- Open access status
- green
- Identifiers
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- DOI 10.1016/j.copsyc.2017.11.005
- PMID 29175756
- Persistent URL
- https://sonar.ch/global/documents/30148
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