NTERNATIONAL R EVIEW OF I NDUSTRIAL AND O RGANIZATIONAL P SYCHOLOGY 2005 and popularity of the approach, but on the other uncovers some important

92 I NTERNATIONAL R EVIEW OF I NDUSTRIAL AND O RGANIZATIONAL P SYCHOLOGY 2005 and popularity of the approach, but on the other uncovers some important

controversies in the literature. Thus, we want to conclude, first, by consider- ing the added value of a social identity approach to the understanding of organizational problems, second, by examining the reasons for its appeal, third , summarizing the problems that have arisen in the past, and, finally, by exploring the ways in which these problems may be avoided in the future.

What does it add? After summarizing the central ideas and defining the concepts that character-

ize social identity theory and self-categorization theory, in this chapter we have reviewed research showing how the application of this body of work contributes to the understanding of the cognitive and motivational dynamics of identity in organizations, as well as the interplay between multiple possible identities. That is, we have specified the circumstances that enhance the cognitive salience of particular identities rather than others, and have demon- strated the implications of this for the relevant content of people’s identities. Furthermore, on a more motivational note, we have examined how people actively negotiate their work-related identities. We have reviewed research illustrating the use of different identity management strategies in work situa- tions, within the constraints set by, on the one hand, the objective character- istics of the situation at hand and, on the other, people’s subjective beliefs about the opportunities and obstacles they face.

Subsequently, we have used a social identity analysis to understand how common goals or values can be adopted by individual workers, so that they become internalized as intrinsically motivating. We have shown how these insights help create the circumstances that optimize group performance, and we have considered how transformation of the self from an individual to a group level impacts upon work-related communication. Then, we have moved on to explain how a social identity approach can help us understand and predict the ways that people cope with uncertainties and stress, and how the process of social identification is essential to coordination in groups as well as tosuccessful leadership. Finally, we have addressed the po litical dimension of this knowledge which emerges when it is applied with the aim of resolving practical organizational problems. As we have seen, some consequences of social identity processes may appear incompatible with higher level organizational goals, and awareness of how this works may be used by managers who want to encourage the organization and its members to develop in certain directions rather than others.

Why does it appeal? As is evident from its immense and growing popularity among those who aim

to understand the psychological dynamics of organizational life, the social

93 identity perspective holds out a number of attractions for researchers and

S OCIAL I DENTITY IN I NDUSTRIAL AND O RGANIZATIONAL P SYCHOLOGY

practitioners. It provides a rich theoretical framework that provides a unified perspective from which to understand and address a plethora of issues that are relevant in the contemporary workplace. It also offers a range of tried- and-tested methodological and empirical tools to assist researchers with the practicalities of this enterprise.

However, in addition to these ‘good’ reasons, the social identity approach has also been embraced for ‘bad’ reasons. Importantly, it uses concepts that appear to converge with familiar terminology and work-related metaphors and that are amenable torelatively straightforward empirical examination. As

a result, on occasion, the rich store of predictions that the social identity framework offers has been used merely to harvest single hypotheses. As we have noted, this has contributed to inaccurate representations and miscon- ceptions of the theory. Specifically, some researchers have used social identity theory: (a) to promote social and organizational identification as an individual difference variable, (b) to predict the universal occurrence of ingroup bias, and (c) to characterize group behavior as merely another arena in which considerations of personal self-interest and instrumental exchange operate. In each of these cases, we have explained why and how they involve a misconstrual of fundamental premises of theory.

In sum, the attention that organizational researchers have paid to the social identity perspective is tobe welcomed, but we alsofeel that its theoretical resources have been underused in some respects and overused in others. Specific predictions have been overused to the extent that they are reified as universal mechanisms and come to be seen as the psychologized essence of theory. At the same time, other aspects of the theory—for example, the operation of different identity management strategies under different circum- stances—have been underused, and are often overlooked. This has resulted in the paradoxical situation that social identity and self-categorization theories are sometimes criticized for not incorporating concerns which in fact are a key component of their original formulation.

What are the problems? Thus, despite its widespread appeal, attempts touse the so cial identity