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Social identity theory posits that individuals perceive the in-group as a homogenous entity comprised of depersonalized individuals, and this theory has provided a foundation to understand intergroup processes for many years. Cross-cultural research has suggested social identity theory may not apply to East Asians, who conceptualize their in-groups differently than those in from Western cultures. Specifically, Yuki and colleagues contend that East Asians perceive in-groups as networks wherein each individual is connected through personal ties, rather than homogenous entity comprised of depersonalized individuals. Furthermore, prior research has shown that East Asians are more likely to trust out-group members with potential personal connections, similarly to how they trust actual in-group members. This reflects their group boundary perception based on personal linkages rather than categorical membership. Conversely, individuals from Western cultures tend to trust in-group members more than out-group members, regardless of potential personal connections. Our preregistered study (N = 332 Japanese and 345 American university students) aimed to conceptually replicate key findings that support Yuki's account and expand upon the theory in the context of intergroup cooperation. Overall, we failed to find evidence for the network-based and category-based cooperation and trust among Japanese and Americans, respectively. Consequently, our results highlight the need for further experimental investigation and validation of Yuki and colleagues' theoretical framework.
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When leader–member exchange differentiation improves work group functioning: The combined roles of differentiation bases and reward interdependence
Abstract Drawing on social hierarchy theory, we develop a contingency model of leader–member exchange (LMX) differentiation in which LMX differentiation is positively and negatively related to group cooperation and group social undermining, respectively, when it is based on the group members’ performance, but the relations are reversed (i.e., negative and positive, respectively) when it stems from a leader's personal liking of the members. In addition, we propose that the moderating effects of the performance and personal liking bases of LMX differentiation are magnified by the levels of reward interdependence. Specifically, under a high (vs. low) level of reward interdependence, LMX differentiation based on performance more strongly relates to high group cooperation and low group social undermining, whereas LMX differentiation with a personal liking basis is more likely to decrease group cooperation and increase group social undermining. Group cooperation and social undermining are then hypothesized to convey the three‐way interactive effects of LMX differentiation, its two bases, and reward interdependence on subsequent group performance. Analyses of data from 328 sales groups of a large retailer support the core part of our contingency model of LMX differentiation.
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- Award ID(s):
- 1632417
- PAR ID:
- 10377773
- Publisher / Repository:
- Wiley-Blackwell
- Date Published:
- Journal Name:
- Personnel Psychology
- Volume:
- 74
- Issue:
- 1
- ISSN:
- 0031-5826
- Page Range / eLocation ID:
- p. 109-141
- Format(s):
- Medium: X
- Sponsoring Org:
- National Science Foundation
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