Using a person-situation perspective, we explain what happens to individuals' identification ... more Using a person-situation perspective, we explain what happens to individuals' identification with a collective in the context of a change. We propose that given the anxiety that often emerges during change, individuals' personal values (conservation and openness to change) interact with type of change (imposed vs. voluntary) in predicting identification following change. In a pilot, longitudinal field study (N = 61, 67% female) of an imposed university campus relocation, we measured employees' values and identification with the university before and several months after the relocation. In two lab experiments (Study 1: N = 104, 91.3% female; Study 2: N = 113, 75.2% female), we manipulated a change to be either imposed or voluntary and compared the relationships between values and identification across types of change. In Study 2, we also measured anxiety from the change. When change was imposed (all three studies), but not when voluntary (Studies 1 and 2), individuals'...
In the present studies we incorporate a Person × Situation perspective into the study of the pers... more In the present studies we incorporate a Person × Situation perspective into the study of the persuasion source. Specifically, we aimed to identify the personality characteristics of the persuasive individual and test the moderating role of target and source involvement. In three studies we found support for hypothesized relationships between source persuasiveness and Extraversion, Neuroticism, and Openness to Experience, and evidence for a moderating effect of involvement. In a preliminary study (N = 66, M(age) = 22.7, 64% female), we demonstrated expected differences in the personality ratings assigned to a hypothetical persuasive versus nonpersuasive individual. In Study 1 (N = 95, M(age) = 24.1, 62% female), through sets of two-person debates, we showed that source Extraversion and Openness to Experience were positively, and Neuroticism negatively, associated with source persuasiveness. In Study 2 (N = 148, M(age) = 24.3, 61% female), we manipulated the level of involvement and mostly replicated the results from Study 1, but, corresponding with our predictions, only when involvement was low. Our findings demonstrate the relevance of an interactionist approach to the study of persuasion, highlighting the role of personality in the study of the persuasion source.
Following an analysis of the concept of "imposed change,&amp... more Following an analysis of the concept of "imposed change," we propose 2 factors that jointly contribute to an individual's experience of ambivalence to imposed change. In a secondary analysis of data (N = 172) and 2 field studies (N = 104, N = 89), we showed that individuals' personal orientation toward change interacts with their orientation toward the change agent and yields ambivalence. Specifically, among employees with a positive orientation toward the change agent (i.e., high trust in management, identification with the organization), the relationship between employees' dispositional resistance to change and ambivalence was positive. The opposite pattern emerged among employees with a negative orientation toward the change agent (Studies 2 and 3). Our findings suggest that researchers may have been misinterpreting employees' reactions to change, neglecting the possibility that some may simultaneously hold strong, yet conflicting, views about the change. By accounting for, and predicting, ambivalence, these studies provide a more accurate explanation of employees' responses to change.
Using a person-situation perspective, we explain what happens to individuals' identification ... more Using a person-situation perspective, we explain what happens to individuals' identification with a collective in the context of a change. We propose that given the anxiety that often emerges during change, individuals' personal values (conservation and openness to change) interact with type of change (imposed vs. voluntary) in predicting identification following change. In a pilot, longitudinal field study (N = 61, 67% female) of an imposed university campus relocation, we measured employees' values and identification with the university before and several months after the relocation. In two lab experiments (Study 1: N = 104, 91.3% female; Study 2: N = 113, 75.2% female), we manipulated a change to be either imposed or voluntary and compared the relationships between values and identification across types of change. In Study 2, we also measured anxiety from the change. When change was imposed (all three studies), but not when voluntary (Studies 1 and 2), individuals'...
In the present studies we incorporate a Person × Situation perspective into the study of the pers... more In the present studies we incorporate a Person × Situation perspective into the study of the persuasion source. Specifically, we aimed to identify the personality characteristics of the persuasive individual and test the moderating role of target and source involvement. In three studies we found support for hypothesized relationships between source persuasiveness and Extraversion, Neuroticism, and Openness to Experience, and evidence for a moderating effect of involvement. In a preliminary study (N = 66, M(age) = 22.7, 64% female), we demonstrated expected differences in the personality ratings assigned to a hypothetical persuasive versus nonpersuasive individual. In Study 1 (N = 95, M(age) = 24.1, 62% female), through sets of two-person debates, we showed that source Extraversion and Openness to Experience were positively, and Neuroticism negatively, associated with source persuasiveness. In Study 2 (N = 148, M(age) = 24.3, 61% female), we manipulated the level of involvement and mostly replicated the results from Study 1, but, corresponding with our predictions, only when involvement was low. Our findings demonstrate the relevance of an interactionist approach to the study of persuasion, highlighting the role of personality in the study of the persuasion source.
Following an analysis of the concept of "imposed change,&amp... more Following an analysis of the concept of "imposed change," we propose 2 factors that jointly contribute to an individual's experience of ambivalence to imposed change. In a secondary analysis of data (N = 172) and 2 field studies (N = 104, N = 89), we showed that individuals' personal orientation toward change interacts with their orientation toward the change agent and yields ambivalence. Specifically, among employees with a positive orientation toward the change agent (i.e., high trust in management, identification with the organization), the relationship between employees' dispositional resistance to change and ambivalence was positive. The opposite pattern emerged among employees with a negative orientation toward the change agent (Studies 2 and 3). Our findings suggest that researchers may have been misinterpreting employees' reactions to change, neglecting the possibility that some may simultaneously hold strong, yet conflicting, views about the change. By accounting for, and predicting, ambivalence, these studies provide a more accurate explanation of employees' responses to change.
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