First Published in 2003. Routledge is an imprint of Taylor & Francis, an informa company.

This new volume is the first to bring together social and organizational psychologists to explore social identity theory in organizational contexts. The chapters are wide ranging - they deal with basic social identity theory, organizational diversity, leadership, employee turnover, mergers and acquisitions, organizational identification, cooperation and trust in organizations, commitment and work, and socialization and influence within organizations. This book is an integrative platform for a closer relationship between social psychologists and organizational psychologists who study social identity processes in organizations.

First Published in 2003. Routledge is an imprint of Taylor & Francis, an informa company.

This new volume is the first to bring together social and organizational psychologists to explore social identity theory in organizational contexts. The chapters are wide ranging - they deal with basic social identity theory, organizational diversity, leadership, employee turnover, mergers and acquisitions, organizational identification, cooperation and trust in organizations, commitment and work, and socialization and influence within organizations. This book is an integrative platform for a closer relationship between social psychologists and organizational psychologists who study social identity processes in organizations.

This landmark work offers a tour of the latest developments in Social Identity Theory from the leading scholars in the field. First proposed by Tajfel and Turner in 1979, Social Identity Theory has proved enormously influential in stimulating new theory and research, and in its application to social problems. The field is developing apace and important new lines of work have opened up in the past few years. The three sections of the book cover: theoretical contributions to the field; recent empirical assessments of key elements of the theory; and applications of Social Identity Theory to bring about changes in problematic intergroup relationships.

Social identity research is very much on the ascendancy, particularly in the field of organizational psychology. Reflecting this fact, this volume contains chapters from researchers at the cutting edge of these developments.

Alex Haslam has thoroughly revised and updated his ground-breaking original text with this new edition. While still retaining the highly readable and engaging style of the best-selling first edition, he presents extensive reviews and critiques of major topics in organizational psychology - including leadership, motivation, communication, decision making, negotiation, power, productivity and collective action - but with much more besides. Key features of this 2nd Edition: · An entirely new chapter on organizational stress which deals with highly topical issues of stress appraisal, social support, coping and burnout. · New, wider textbook format and design making the entire book much more accessible for students. · Wide range of pedagogical features included - suggestions for further reading included at the end of each chapter; comprehensive glossaries of social identity, social psychological and organizational terms.

Leadership and associated power issues lie at the core of group life in a variety of contexts. Even the most informal of groups typically have some form of leadership in their organization, and the understanding of leadership and power from a psychological standpoint can inform a greater understanding of group dynamics both inside and outside of the workplace. Leadership and Power is a synthesis of contributions from eminent social psychologists and organizational scientists that addresses these issues from a fresh perspective. In recent years, these themes have been re-examined through the lens of social categorization approaches that highlight people′s social identity and social roles as group members, as well as the processes that influence perceptions of and expectations about people and groups. The book is wide-ranging; chapters cover such diverse issues as: interpersonal versus group-oriented styles of leadership; leadership of totalist groups; political leadership; and gender and leadership. It represents a state-of-the-art overview of this burgeoning field that will be important to a host of disciplines. Elements of cross-referencing to highlight thematic links as well as effective chapter conclusions will make the text appealing to advanced students taking courses in social and organizational psychology, management and organization studies, not just scholars interested in these themes.

The authors of Social Identifications set out to make accessible to students of social psychology the social identity approach developed by Henri Tajfel, John Turner, and their colleagues in Bristol during the 1970s and 1980s. Michael Hogg and Dominic Abrams give a comprehensive and readable account of social identity theory as well as setting it in the context of other approaches and perspectives in the psychology of intergroup relations. They look at the way people derive their identity from the social groups to which they belong, and the consequences for their feelings, thoughts, and behaviour of psychologically belonging to a group. They go on to examine the relationship between the individual and society in the context of a discussion of discrimination, stereotyping and intergroup relations, conformity and social influence, cohesiveness and intragoup solidariy, language and ethnic group relations, and collective behaviour. Social Identifications fills a gap in the literature available to students of social psychology. The authors' presentation of social identity theory in a complete and integrated form and the extensive references and suggestions for further reading they provide will make this an essential source book for social psychologists and other social scientists looking at group behaviour.

Organizations are groups. They compete with other groups; they are internally structured into subgroups and roles; and they influence and are influenced by social identity processes. This volume brings together social and organizational psychologists to explore social identity theory in organizational contexts. The chapters are wide ranging - they deal with basic social identity theory, organizational diversity, leadership, employee turnover, mergers and acquisitions, organizational identification, cooperation and trust in organizations, commitment and work, and socialization and influence within organizations. This book is an integrative platform for a closer relationship between social psychologists and organizational psychologists who study social identity processes in organizations - a relationship that fuels new directions in basic and applied social identity research, and will significantly advance our understanding of organizational life.