Deborah I. Terry

Bio: Deborah I. Terry is an academic researcher from University of Queensland. The author has contributed to research in topics: Group cohesiveness & Collective identity. The author has an hindex of 1, co-authored 1 publications receiving 3232 citations.

Social Identity and Self-Categorization Processes in Organizational Contexts

Abstract: Although aspects of social identity theory are familiar to organizational psychologists, its elaboration, through self-categorization theory, of how social categorization and prototype-based depersonalization actually produce social identity effects is less well known. We describe these processes, relate self-categorization theory to social identity theory, describe new theoretical developments in detail, and show how these developments can address a range of organizational phenomena. We discuss cohesion and deviance, leadership, subgroup and sociodemographic structure, and mergers and acquisitions.

Consumer-Company Identification: A Framework for Understanding Consumers¿ Relationships with Companies

Abstract: In this article, the authors try to determine why and under what conditions consumers enter into strong, committed, and meaningful relationships with certain companies, becoming champions of these companies and their products. Drawing on theories of social identity and organizational identification, the authors propose that strong consumer-company relationships often result from consumers’ identification with those companies, which helps them satisfy one or more important self-definitional needs. The authors elaborate on the nature of consumer-company identification, including the company identity, and articulate a consumer-level conceptual framework that offers propositions regarding the key determinants and consequences of such identification in the marketplace.

What's the difference? Diversity constructs as separation, variety, or disparity in organizations.

Abstract: Research on organizational diversity, heterogeneity, and related concepts has proliferated in the past decade, but few consistent findings have emerged. We argue that the construct of diversity requires closer examination. We describe three distinctive types of diversity: separation, variety, and disparity. Failure to recognize the meaning, maximum shape, and assumptions underlying each type has held back theory development and yielded ambiguous research conclusions. We present guidelines for conceptualization, measurement, and theory testing, highlighting the special case of demographic diversity

Essential guide to qualitative methods in organizational research

Abstract: Promoting New Research Practices in Organizational Research - Gillian Symon and Catherine Cassell Using Interviews in Qualitative Research - Nigel King Electronic Interviews in Organizational Research - Stephanie J Morgan and Gillian Symon Life Histories - Gill Musson Critical Incident Technique - Elizabeth Chell Repertory Grids - Catherine Cassell and Susan Walsh Cognitive Mapping in Organizational Research - Seonaidh McDonald, Kevin Daniels and Claire Harris The Twenty Statements Test - Anne Rees and Nigel Nicholson Qualitative Research Diaries - Gillian Symon Stories in Organizational Research - Yiannis Gabriel and Dorothy S Griffiths Pictorial Representation - David R Stiles Group Methods of Organizational Analysis - Chris Steyaert and Ren[ac]e Bouwen Participant Observation - David Waddington Analytic Induction - Phil Johnson Critical Research and Analysis in Organizations - Kate Mackenzie Davey and Andreas P D Liefooghe Hermeneutic Understanding - John McAuley Discourse Analysis - Penny Dick Talk-in-Interaction/Conversation Analysis - Dalvir Samra-Fredericks Attributional Coding - Jo Silvester Grounded Theory in Organizational Research - Hannakaisa L[um]ansisalmi, Jos[ac]e-Maria Peir[ac]o and Mika Kivim[um]aki Using Templates in the Thematic Analysis of Text - Nigel King Using Data Matrices - Sara Nadin and Catherine Cassell Preserving, Sharing and Reusing Data from Qualitative Research - Louise Corti, Paul Thompson and Janet Fink Methods and Strategies Historical Analysis of Company Documents - Michael Rowlinson Ethnography - John D Brewer Case Study Research - Jean Hartley Soft Systems Analysis - Susan Walsh and Chris Clegg Reflections and Update Action Research and Research Action - Frank Heller A Family of Methods Co-Research - John Bennington and Jean Hartley Insider/Outsider Teams for Organizational Research The Future Conference - Fran Ryan

A Social Identity Theory of Leadership

Abstract: A social identity theory of leadership is described that views leadership as a group process generated by social categorization and prototype-based depersonalization processes associated with social identity. Group identification, as self-categorization, constructs an intragroup prototypicality gradient that invests the most prototypical member with the appearance of having influence; the appearance arises because members cognitively and behaviorally conform to the prototype. The appearance of influence becomes a reality through depersonalized social attraction processes that make followers agree and comply with the leader's ideas and suggestions. Consensual social attraction also imbues the leader with apparent status and creates a status-based structural differentiation within the group into leader(s) and followers, which has characteristics of unequal status intergroup relations. In addition, a fundamental attribution process constructs a charismatic leadership personality for the leader, which further empowers the leader and sharpens the leader-follower status differential. Empirical support for the theory is reviewed and a range of implications discussed, including intergroup dimensions, uncertainty reduction and extremism, power, and pitfalls of prototype-based leadership.