Theories Of Group Processes Research Articles

The effects of COVID-19 on virtual working within online groups

Employees may continue to work remotely for a substantial amount of time, even after the end of the pandemic. Our established theories of group processes and intergroup relations can help us understand these new ways of working and online group experiences. However, there are key differences in computer-mediated and face-to-face (FtF) groups. In this essay, I present some of the extant robust theories and findings from computer communication research to understand virtual working within online groups. These perspectives include that group processes develop over a longer period of time as compared to FtF, informal communication is neglected, computer-mediated groups have some advantages over FtF groups, sociomateriality is a useful theoretical lens, and dispersion affects group member cognitions about each other. I use my own lab’s work on entitativity as an example of how moving from FtF to online group research can deepen our understanding of both FtF and online groups. The essay concludes with recommendations for future research.

Group processes, intergroup relations and human resource practices in mergers and acquisitions post-combination: A critical review and research agenda for the future

Despite ongoing crisis and recession, mergers and acquisitions (M&As) are used by companies to reinforce and sustain their place in business world. Regardless of M&As popularity, though, the successful integration of employees’ merging partners and the effective management of the relationships between them and with their merged organization, remains a major challenge not frequently considered during merger process. In this respect and related to the above, the present paper by critically reviewing new research within M&As, attempts to provide a comprehensive integrative review based on the essentials and implications of the social psychological theories of group processes and intergroup relations as represented by the Social Identity Approach (SIA) and related to intergroup structure, fairness, legitimacy and leadership procedures, accompanied by the description of the knowledge-based view (KBV) of M&As which focuses on knowledge integration and capabilities transfer during post-combination. In that way, it aims to reflect on pre-and post-M&A important contextual and process merger success factors (i.e. micro-behavioural and macro-organization/strategy perspectives). Also, based on significant insights drawn from empirical findings discussed, our review seeks to translate them into practical implications for organizational practice and explore promising issues and directions that could expand our understanding and managing of merger integration efficiently.

Buffering Against the Detrimental Effects of Demographic Faultlines: The Curious Case of Intragroup Conflict in Small Work Groups

AbstractGroup faultline literature suggests that subgroups impede group functioning. We propose that team conflict may buffer the detrimental effects of faultlines on group performance. We draw on social categorization and group process theories suggesting that the negative effects of fault‐lines are due to increased competition and decreased communication across subgroups and can be diminished with cross‐subgroup information exchange and elaboration. We propose that intragroup conflict in small groups will decrease negative effects of demographic faultlines because detecting conflict and engaging in conflict management require cross‐subgroup communication and information elaboration. In Study 1, using student groups we found that relationship, task, and process conflict buffered the negative effect of demographic faultline strength on group performance. In Study 2, we manipulated conflict and group faultlines (ethnic faultlines vs. no faultlines) and found that group conflict buffered the negative effect of faultlines on group performance. Theoretical contributions and practical implications are discussed.

Group processes, intergroup relations and human resource practices in mergers and acquisitions post-combination: A critical review and research agenda for the future

Despite ongoing crisis and recession, mergers and acquisitions (M&As) are used by companies to reinforce and sustain their place in business world. Regardless of M&As popularity, though, the successful integration of employees’ merging partners and the effective management of the relationships between them and with their merged organization, remains a major challenge not frequently considered during merger process. In this respect and related to the above, the present paper by critically reviewing new research within M&As, attempts to provide a comprehensive integrative review based on the essentials and implications of the social psychological theories of group processes and intergroup relations as represented by the Social Identity Approach (SIA) and related to intergroup structure, fairness, legitimacy and leadership procedures, accompanied by the description of the knowledge-based view (KBV) of M&As which focuses on knowledge integration and capabilities transfer during post-combination. In that way, it aims to reflect on pre-and post-M&A important contextual and process merger success factors (i.e. micro-behavioural and macro-organization/strategy perspectives). Also, based on significant insights drawn from empirical findings discussed, our review seeks to translate them into practical implications for organizational practice and explore promising issues and directions that could expand our understanding and managing of merger integration efficiently.

Addressing school bullying: Insights from theories of group processes

In order to enhance efforts to address bullying in schools, and in response to the limited success of school-based anti-bullying programs to date, this paper considers bullying as a group phenomenon and explores theories of group processing that can inform future prevention and intervention efforts. Moving beyond efforts to reduce bullying by enhancing bystander responses, we consider research and theory addressing peer group socialization processes, the role of teachers as an “invisible hand” in structuring peer groups, social interdependence as applied to the design of cooperative learning environments, and collective efficacy. Although these theories are not in themselves developmental, and address group processes that operate across ages, they can inform both future prevention and intervention efforts and applied developmental research that explores the age-related contextual and individual factors that contribute to school bullying.

The Neuroscience of Intergroup Relations

We review emerging research on the psychological and biological factors that underlie social group formation, cooperation, and conflict in humans. Our aim is to integrate the intergroup neuroscience literature with classic theories of group processes and intergroup relations in an effort to move beyond merely describing the effects of specific social out-groups on the brain and behavior. Instead, we emphasize the underlying psychological processes that govern intergroup interactions more generally: forming and updating our representations of “us” and “them” via social identification and functional relations between groups. This approach highlights the dynamic nature of social identity and the context-dependent nature of intergroup relations. We argue that this theoretical integration can help reconcile seemingly discrepant findings in the literature, provide organizational principles for understanding the core elements of intergroup dynamics, and highlight several exciting directions for future research at the interface of intergroup relations and neuroscience.

Development of Group Climate in Short- and Long-Term Psychodynamic Group Psychotherapy

This study examined the development of group climate using the Engaged, Conflict, and Avoiding subscales of the Group Climate Questionnaire—Short Version (GCQ-S) in a sample of 145 patients attending either short- (20 sessions) or long-term (80 sessions) psychodynamic group psychotherapy. Linear mixed models were used to compare changes in group climate over time. Engaged developed along similar lines in the two psychotherapy formats. During the first 18 sessions, conflict and avoidance decreased toward the termination of the short-term groups, in contrast to an increase in this still-early stage of the long-term groups. When compared according to the stages of therapy (early, middle, late), a low-high-low pattern for conflict and avoidance emerged in both psychotherapy formats, with a stronger decrease toward termination in long-term groups. This finding can be seen as reflecting an accelerated progress of development within the short-term groups, and a delayed but strengthened process in the long-term groups. Review of empirical studies indicated that most theories of group development have a relatively narrow range of validity, but the parallel pattern of group climate found in this study across early, middle, and late stages for short- and long-term groups suggests that the perspective of developmental stages is still important to both group process theory and clinical practice.

A Qualitative Approach to Intergroup Relations: Exploring the Applicability of the Social Identity Approach to “Messy” School Contexts

The social identity approach (SIA) is one of the most influential theories of group processes and intergroup relations worldwide. However, we argue that the dominance of (post)positivist research methods in SIA work limits the extent to which it enables an understanding of the complexities of intergroup relations in schools. Drawing on qualitative data from two research studies, we highlight important questions and issues that are obscured by traditional psychological approaches to studying intergroup relations. In particular, we focus on the complex interplay among discourses about popularity within schools, constructions of gender identities, and intergroup relations. In doing so, we demonstrate the benefits that qualitative research may have for social psychological intergroup theories (and their applications) and, specifically, the SIA. We highlight how qualitative data can add considerable richness to understandings of intergroup relations and draw attention to inconsistencies and contradictions that otherwise may go unnoticed.

Clinical Psychologists' Experiences of Reflective Staff Groups in Inpatient Psychiatric Settings: A Mixed Methods Study

Background Reflective practice groups have been recommended for improving staff wellbeing and team functioning in inpatient psychiatric services, and clinical psychologists have been identified as potential leaders in this type of work. Research is limited with little information about reflective practice group guidelines, prevalence and effectiveness. Aims The aims of this study were to describe clinical psychologists' practice in reflective groups for staff in inpatient psychiatric services and to explore how such groups are conceptualized and implemented. Methods Online questionnaires and follow-up interviews were used to gain broad descriptions of practice and in-depth information about participants' experiences. The sample consisted of 73 clinical psychologists working in the UK, six of whom were interviewed. Data were analysed using descriptive statistics, content analysis and thematic analysis. Results Clinical psychologists regularly facilitate reflective staff groups in inpatient psychiatric settings in the UK. Common outcomes related to staff wellbeing, service culture and teamwork. Engagement, group dynamics and lack of management support were common challenges. Group experiences were influenced by the organizational context. Conclusions Clinical psychologists' practices regarding reflective staff groups were in line with recent professional developments. Several difficulties were described, which may be indicative of both a difficulty inherent to the task and a training gap in reflective staff group process. The study had methodological limitations but offers a useful contribution to the literature, and enables practice and training implications to be drawn. The need for further research exploring facilitator characteristics, views of group participants and the impact of reflective staff groups on patients is indicated. The term 'reflective practice group' encompasses a range of practices, but a typical group structure was found with common aims, outcomes and challenges. Reflective staff groups are regularly facilitated by clinical psychologists in inpatient psychiatric settings in the UK and are influenced by practitioner experience as well as psychodynamic, systemic and group process theories. The safety required for reflective groups to function is influenced by the organizational context, and groups can contribute to shifts in culture toward including psychosocial perspectives. Reflective staff groups represent one type of contribution to an inpatient psychiatric service and team relationships; other processes to encourage alternative professional perspectives and values might also support change. More research is recommended to explore facilitator characteristics, the views of staff teams on reflective staff groups and the impact of these groups on patients.

Exploring CEO's Leadership Frames and E-Commerce Adoption among Bruneian SMEs

IntroductionIn recent years researchers are eager to find out factors that are significant to adopt information technological innovations. In this concern, several of organizational (Mirchandani and Motwani, 2001; Thong, 1999; Iacovou et al., 1995; and Scupola, 2003), environmental (Iacovou et al., 1995; Scupola, 2003; and Kuan and Chau, 2001) and technological factors have been pointed out by researchers (Scupola, 2003; Iacovou et al., 1995; Lertwongsatien and Wongpinanwatana, 2003). Researchers have widely identified management support, managers' IT knowledge and skill, prior training of managers cum chief executives, attitudes and personality are of prime concern. However, question remains crucial, what causes CEO to adopt to a new information technology features like EC? Finding exact answer may not be easy.In recent years, from organizational behavior introduced in information systems research domain and has been a focus of researchers within context of SMEs. It further understood that strong leaders are important for making tough business decisions. Similarly, emerging trend of entrepreneurship and empowerment has brought structural changes among business organizations. The business enterprises are becoming flatter in structure, decentralized in operation and lesser line of command and control has brought changes in managers' job and focus has been shifted from managers to leader and champions of innovation and with that a new breed of leadership emerged (Cope and Waddell, 2001). A key component associated with success of business enterprise effective leadership behavior of CEOs especially within context of SMEs, which are believed to benefit from EC (OECD, 2002). In classic studies, leadership behavior a factor that has been found to be significant determinant of organizational productivity and change (Almaraz, 2009), organization success (Harlow, 1994), and organizational climate (Lubbert, 1995).In this article, definition of SMEs adapted after Yap et al., (1992) in which firms with size between 50 to 250 employees are treated as medium organization and those with size of less than fifty employees are treated as small organizations. Similarly, in this study Electronic Commerce (EC) defined as business conducted using electronic data transmission via WWW and focus business to customer (B2C) e-Commerce in opposite to business to business (B2B) e-Commerce.According to Kotter (1990), leadership consists of establishing a vision for future along with strategies for producing changes needed to achieve that. Unfortunately, limited studies have been done on leadership style and IT adoption especially EC adoption. There a dearth of research relating to leadership behaviors of CEO within context of SMEs. Additionally, no IS research on EC adoption and CEO leadership style have been done using Bolman and Deal's leadership theory of frame analysis. Thus, this pioneering study was undertaken to examine use of leadership frames among CEOs and their relationship to EC adoption among Bruneian SMEs.Literature ReviewFoundations of Leadership TheoriesStudies on leadership have passed through several changes from their early version of classical leadership styles, traits and behavioral theories originated in late 1930s. The study of leadership based on concepts developed as a response to trait and group process theories. Leader behavior theory suggests an attempt to relate what a leader does to leader effectiveness rather than what a leader is (Tosi et al., 1990). Leader effectiveness determined by those behaviors leader exhibits to influence group or organization. Leadership viewed as the particular acts in which a leader engages during course of directing and coordinating work of his group members (Fiedler, 1967). …

Group heterogeneity and tolerance: The moderating role of conservation values

Does diversity promote tolerance? We propose that reactions to group heterogeneity depend on individual value priorities. In three studies we investigate how values moderate the effect of raising the salience of group heterogeneity (versus homogeneity) on tolerance. As hypothesized, the findings indicate that conservation values moderate the effects of the saliency of the group's heterogeneity. People high on conservation values were more tolerant when the group's homogeneity was made salient than when its heterogeneity was made salient. People low on conservation were either insensitive to information on the group's heterogeneity (Studies 1 and 2), or were more tolerant when the group's heterogeneity was made salient than when its homogeneity was made salient (Study 3). Values are also directly associated with tolerance: conservation values (as well as SDO and RWA in Study 3) were negatively associated whereas openness-to-change and self-transcendence values were positively associated with tolerance. These findings indicate the importance of integrating individual and contextual variables in theories of group processes.

Power, Status, and Affect Control

Power, status, and the evaluation, potency, and activity dimensions of affect control theory may be interrelated to a degree allowing for bridges between these theories. This paper makes two preliminary hypotheses: (1) Occupational power will significantly predict occupational status and (2) The potency of an occupation will significantly predict the power of the occupation. Two reliable scales developed from theories of power and status tap respondents' assessment of the power and status of various occupations. Two samples of undergraduates at a large Midwestern university rate the power and status of different but overlapping lists of occupations. Results are consistent across samples and support both hypotheses. Regression analyses produce coefficients establishing affect control theory's EPA (evaluation, potency, and activity) profiles for the fundamental concepts of power from network exchange theory and status from status characteristics theory. These profiles may be useful for theoretical development bridging fundamental theories of group processes.

Strategic decision making within Chinese firms: The effects of cognitive diversity and trust on decision outcomes

Basing the hypotheses on group process theory, the effects of cognitive diversity on commitment and decision quality were examined, as well as the moderating effects of cognition-based and affect-based trust on cognitive diversity and decision outcomes. Using a survey of 252 Mainland Chinese executives from different firms, it was found that cognitive diversity has a strong negative relationship with commitment and decision quality. In addition, results show that affect-based and cognition-based trust have moderating effects on cognitive diversity and decision outcomes.

Applications of Theories of Group Processes

Theories of group processes have been and are being applied usefully to natural situations. We review a selection of these theories and examine different types of applications and interventions to which they have led. We then offer a typology of application, five “stages” with examples. As theoretical application proceeds, issues of complexity, rules of correspondence, and competing social interests increase the difficulty of that work, yet the benefits are considerable for theoretical development.

Focus group interviews as a methodology

Focus groups are a form of group interview used widely in social science research. It is a methodology that has also been applied in a number of areas of healthcare study, particularly in health promotion and consumer satisfaction. First described by Bogardus in 1926 ( 1 ). focus groups fuse the principles of qualitative research and group process theory. Morgan ( 2 ) suggested that: 'The explicit use of group interaction is to produce data and insights that would be less accessible without the interaction found in a group.'

Comprehensiveness of Strategic Planning: The Importance of Heterogeneity of a Top Team

A conceptual model linking the demographic heterogeneity of the top management team to comprehensiveness of strategic planning is developed. Planning comprehensiveness is one of the key dimensions underlying the dominant models of formulation of strategy, consistent with the tradition of “synoptic” strategic planning. Drawing on group process theory, heterogeneity among team members in outlooks and perspectives, represented by their demographic backgrounds, is expected to stimulate an open, broad, and challenge-oriented approach to the process of strategic planning, consistent with comprehensiveness. Heterogeneity on five characteristics—age, organizational tenure, team tenure, functional background, and educational curriculum—was included. Also discussed are the complexities of managing the group process of a heterogeneous team and additional influences, external to the team, on the comprehensiveness of strategic planning.

Theories of Group Processes

Theories of Group Processes

Theories of Group Processes

Back to table of contents Previous article Next article ArticleNo AccessTheories of Group ProcessesFRANK KLINEFRANK KLINESearch for more papers by this authorPublished Online:1 Apr 2006https://doi.org/10.1176/ajp.134.11.1326-bAboutSectionsPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack Citations ShareShare onFacebookTwitterLinked InEmail "Theories of Group Processes." American Journal of Psychiatry, 134(11), pp. 1326-b–1326 Access content To read the fulltext, please use one of the options below to sign in or purchase access. Personal login Institutional Login Sign in via OpenAthens Purchase Save for later Item saved, go to cart PPV Articles - American Journal of Psychiatry $35.00 Add to cart PPV Articles - American Journal of Psychiatry Checkout Please login/register if you wish to pair your device and check access availability. Not a subscriber? Subscribe Now / Learn More PsychiatryOnline subscription options offer access to the DSM-5 library, books, journals, CME, and patient resources. This all-in-one virtual library provides psychiatrists and mental health professionals with key resources for diagnosis, treatment, research, and professional development. Need more help? PsychiatryOnline Customer Service may be reached by emailing [email protected] or by calling 800-368-5777 (in the U.S.) or 703-907-7322 (outside the U.S.). FiguresReferencesCited byDetailsCited byNone Volume 134Issue 11 November 1977Pages 1326-b-1326 Metrics PDF download History Published online 1 April 2006 Published in print 1 November 1977

Book reviews

Book reviewed in this article:Social Psychology, Mental Handicap. By Brian Kirman and Joan Bicknell.Social Psychology, Varieties of Residential Experience. Edited by Jack Tizard, Ian Sinclair and R. V. G. Clarke.Social Psychology, Organizations as Bargaining and Influence Systems. Edited by Peter Abell.Social Psychology, Applying Social Psychology: Implications for Research Practice and Training. Edited by Morton Deutsch and Harvey A. Hornstein.Social Psychology, Theories of Group Processes. Edited by Cary L. Cooper.Social Psychology, Moral Development: Current Theory and Research. Edited by David J. DePalma and Jeanne M. Foley.Social Psychology, Moral Development and Behaviour: Theory Research, and Social Issues. Edited by Thomas Lickona.Social Psychology, Origins of Intelligence: Infancy and Early Childhood. Edited by Michael Lewis.Social Psychology, On the Psychology of Military Incompetence. By Norman F. Dixon.Social Psychology, The Social Structure of Attention. Edited by M. R. A. Chance and R. R. Larsen.