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Beyond a preference for similarity: ...

Ormiston, Margaret Eileen.

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Beyond a preference for similarity: The distinctiveness motive in similar and diverse groups.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Beyond a preference for similarity: The distinctiveness motive in similar and diverse groups./
作者:	Ormiston, Margaret Eileen.
面頁冊數:	186 p.
附註:	Adviser: Jennifer A. Chatman.
Contained By:	Dissertation Abstracts International68-08A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3275544
ISBN:	9780549169840

Beyond a preference for similarity: The distinctiveness motive in similar and diverse groups.
Ormiston, Margaret Eileen.

Beyond a preference for similarity: The distinctiveness motive in similar and diverse groups. - 186 p.

Adviser: Jennifer A. Chatman.

Thesis (Ph.D.)--University of California, Berkeley, 2007.

In this paper I investigate the antecedents and consequences of the distinctiveness motive in groups. Demography research has often argued that group members' preference for similarity, which primarily results from self-enhancement needs, facilitates performance in similar rather than diverse teams. While this examination of group members' penchant for homogeneity has been instrumental to our understanding of behavior in groups, it overlooks research that indicates that people have a fundamental need to be distinct because it is crucial to self-definition. It is therefore possible that homogeneous groups at times perform better than do heterogeneous groups not because members' preference for similarity has been satisfied, but rather because being in a homogeneous group heightens their desire for distinctiveness.

ISBN: 9780549169840Subjects--Topical Terms:

626628
Business Administration, Management.

Beyond a preference for similarity: The distinctiveness motive in similar and diverse groups.
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100 1 $a Ormiston, Margaret Eileen. $3 1267558
245 1 0 $a Beyond a preference for similarity: The distinctiveness motive in similar and diverse groups.
300 $a 186 p.
500 $a Adviser: Jennifer A. Chatman.
500 $a Source: Dissertation Abstracts International, Volume: 68-08, Section: A, page: 3467.
502 $a Thesis (Ph.D.)--University of California, Berkeley, 2007.
520 $a In this paper I investigate the antecedents and consequences of the distinctiveness motive in groups. Demography research has often argued that group members' preference for similarity, which primarily results from self-enhancement needs, facilitates performance in similar rather than diverse teams. While this examination of group members' penchant for homogeneity has been instrumental to our understanding of behavior in groups, it overlooks research that indicates that people have a fundamental need to be distinct because it is crucial to self-definition. It is therefore possible that homogeneous groups at times perform better than do heterogeneous groups not because members' preference for similarity has been satisfied, but rather because being in a homogeneous group heightens their desire for distinctiveness.
520 $a The goal of this dissertation is to provide a framework for understanding the psychological processes guiding identity construction and behavior within similar and diverse teams that differs from previous research's focus on group members' preference for similarity. First, I consider how antecedents, such as group diversity along a salient dimension, as well as self-construal, or how group members perceive themselves, affect members' desire to stand out from one another (i.e. personal distinctiveness) or from other groups (i.e. group distinctiveness). Second, I explore how the desire for either personal distinctiveness or group distinctiveness affects individual and group creativity. Finally, I present six studies that examine the distinctiveness motive in groups.
520 $a Studies 1 and 2 expand our understanding of the antecedents of the distinctiveness motive in groups through an examination of the basic effects of group diversity and self-construal on the activation of this motive. Using an experimental design, I find that group similarity heightens members' desire for personal distinctiveness but not a desire for group distinctiveness. By priming participants into either a personal or collective state, Study 2 provides evidence that, in a manner analogous to self-verification (Chen, Chen & Shaw, 2004), individuals can seek uniqueness of either their personal self or collective self.
520 $a Having established that the distinctiveness motive is activated within groups, Study 3 compares this need to the dominant motive examined within demography literature, self-enhancement. Study 3's findings indicate that both distinctiveness and self-enhancement are important in groups, but certain conditions may prompt one need to override the other. For example, homogeneous group members with a personal focus appear to have a need for personal distinctiveness that is stronger than a need for self-enhancement as demonstrated by their willingness to define themselves as simultaneously better and worse than average.
520 $a Studies 4 and 5 highlight the interactive effects of self-construal and group diversity on distinctiveness by showing that a desire for personal distinctiveness is strongest when group members have a personal focus and feel similar to their group. Meanwhile, a desire for group distinctiveness is strongest when group members have a collective focus and feel similar to their group. Studies 4 and 5 demonstrate that although personal distinctiveness is positively related to individual and group creativity, group distinctiveness is not. Finally, Study 6 tests the relationship between the distinctiveness motive and creativity within the biotechnology industry, finding that the desire for personal distinctiveness is associated with higher patent application rates than is the desire for group distinctiveness.
520 $a An investigation of the distinctiveness motive in groups offers several contributions to the research on distinctiveness, identity, organizational demography and intergroup relations. While past research focuses separately on either a desire for personal distinctiveness or group distinctiveness, my dissertation examines these needs simultaneously. Additionally, this investigation moves beyond motives, such as self-enhancement, that underlie a preference for similarity, toward building a more comprehensive and integrative theory of identity in groups. My dissertation aims to improve our understanding of intra- and intergroup relations by clarifying how and why group members are compelled to adopt certain identities and not others, and in turn, how this identity construction affects group behavior.
520 $a Finally, I aim to clarify how group diversity influences identity construction, as well as provide an alternate explanation of the outcomes achieved by similar and diverse teams. As such, my research offers practical applications to help manage both similar and diverse teams. By exploring the distinctiveness motive's antecedents and consequences, this dissertation provides an important first step towards understanding the role of a preference for dissimilarity in groups.
590 $a School code: 0028.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Organizational. $3 1018023
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710 2 $a University of California, Berkeley. $3 687832
773 0 $t Dissertation Abstracts International $g 68-08A.
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