Carryover Effects of Feeling Socially Transparent or Impenetrable on Strategic Self-Presentation.

Schlenker, Barry R.; Wowra, Scott A.

doi:10.1037/0022-3514.85.5.871

Cited by 69 publications

(45 citation statements)

References 50 publications

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“…Similar spillover effects have been hypothesized by Schlenker and his colleagues (e.g., Schlenker & Wowra, 2003). We expected this effect even though the person participants were evaluating and the duties of the job itself were unrelated to the tutoring club environment.…”

Section: Methodssupporting

confidence: 57%

“…Previous work on motivated reasoning and self-perception has shown that when people perceive that certain traits are desirable, these perceptions influence their current self-concept (Kunda & Sanitioso, 1989;Schlenker & Wowra, 2003). Consistent with this research, if an environment's theory affects people's inferences about which characteristics (i.e., smarts or motivation) are valued, self-presentation of these characteristics is also likely to shift the content of people's self-concepts to reflect the environments' values.…”

Section: Consequences For the Self And Othersmentioning

confidence: 99%

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A Culture of Genius: How an Organization’s Lay Theory Shapes People’s Cognition, Affect, and Behavior

Murphy

Dweck

2009

Pers Soc Psychol Bull

233

216

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Traditionally, researchers have conceptualized implicit theories as individual differences-lay theories that vary between people. This article, however, investigates the consequences of organization-level implicit theories of intelligence. In five studies, the authors examine how an organization's fixed (entity) or malleable (incremental) theory of intelligence affects people's inferences about what is valued, their self-and social judgments, and their behavioral decisions. In Studies 1 and 2, the authors find that people systematically shift their self-presentations when motivated to join an entity or incremental organization. People present their "smarts" to the entity environment and their "motivation" to the incremental environment. In Studies 3a and 4, they show downstream consequences of these inferences for participants' self-concepts and their hiring decisions. In Study 3b, they demonstrate that the effects are not due to simple priming. The implications for understanding how environments shape cognition and behavior and, more generally, for implicit theories research are discussed.Keywords implicit theories of intelligence, lay theories, situational factors, self-presentation, self-concept, hiring decision It was a company that prized "sheer brainpower" above all else, where the task of sorting out "intellectual stars" from the "merely super-bright" was the top priority when making hires and promotions. It was an environment where one of the most powerful executives was described as being "so sure that he was the smartest guy in the room that anyone who disagreed with him was summarily dismissed as just not bright enough to 'get it.' -Description of Enron (McLean & Elkind, 2003) In public statements, executives proudly described their CEO's growth and learning over 35 years-from sales rep to the head of the organization. Managers expected their workers to show a passion and love for learning and expanding knowledge. Instead of proving how smart a person or division was, the company's focus was on making a contribution, investing in the experiences and development of a larger portion of talent, and intense on-the-job learning.-Description of Xerox (George & McLean, 2005;Vollmer, 2004;Knowledge@Wharton, 2005) Imagine that you are employed by one of the two companies described above: a company that endorses a culture of genius and talent or one that endorses a culture of growth and development. What is it like to function in environments that endorse these views of intelligence? How do organizations that cultivate a culture of genius or a culture of growth affect people? This research examines how an organization's lay theory of intelligence motivates people's inferences about what is valued there. In four studies, we measure how these inferences affect people's self-presentations, their liking of the environment, and their downstream judgments of the self and others, including decisions about whom to hire.Throughout this research, when we speak of an organization's theory of intelligence, we are r...

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Section: Methodssupporting

confidence: 57%

Section: Consequences For the Self And Othersmentioning

confidence: 99%

A Culture of Genius: How an Organization’s Lay Theory Shapes People’s Cognition, Affect, and Behavior

Murphy

Dweck

2009

Pers Soc Psychol Bull

233

216

View full text Add to dashboard Cite

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“…Visitors' participation affects the level of online users' impression management; users are encouraged to selfdisclose more and to please other browsers if they have more visitors. Consistent with what Schlenker and Wowra (2003) argued, in the interactive process, individuals know what their external behavior shows, and that the behavior will lead others to evaluate them.…”

Section: Reputation Management: Site Performance and Impression Managmentioning

confidence: 70%

The Usage Behaviors, Motivations and Gratifications of Using User-Generated Media: The Case Study of Taiwan’s YouTube

Wang¹

2014

AJC

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Video sharing websites have become an indispensable online service to Internet users. We aim to investigate the relationships between motivations of using video-sharing websites, online reputation management, innovation orientation, and video-sharing website usage behaviors, and how these factors affect gratification obtained from video-sharing website usage. This study employs focus group interviews and online questionnaire surveys. The research findings reveal that the higher the interpersonal media related motivations, such as participating or sharing, the higher the level of involvement of video-sharing website usage behaviors is. However, the mass media related motivations, such as browsing or consuming, are irrelevant to the level of usage involvement. The earlier users adopt video-sharing websites, the higher level of usage involvement is. The more value video-sharing websites' users put for video sites' performance perception, the lower level of usage involvement is; on the contrary, the more value video-sharing websites' users put for impression management, the higher level of usage involvement is. Taken as a whole, the higher level of usage involvement, the higher level of gratifications acquired from using usergenerated video-sharing websites is. This paper establishes a comprehensive behavior model of video-sharing websites, which is helpful both for online media research and business practice. It is worthy of noting that the findings are based on survey data from a single country, and may impact this paper's external validity.

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“…Schlenker & Wowra, 2003;Sedikides, Herbst, Hardin, & Dardis, 2002;Tice, 1992). This research has shown that individuals are acutely aware of the strategic implications of communicating publicly as opposed to privately, and adjust their selfpresentations accordingly (e.g.…”

Section: The Importance Of the Context Of Communicationmentioning

confidence: 99%

Keeping it to Ourselves: Effects of Audience Size and Composition on Reactions to Criticisms of the Ingroup

Elder

Sutton

Douglas

2005

Group Processes & Intergroup Relations

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Criticism is an important aspect of communication within and between groups, but reactions to criticism of groups have been little studied. Past research has shown that criticism elicits greater sensitivity when made by an outgroup member, compared to an ingroup member. Two experiments were conducted to examine how this intergroup sensitivity effect (ISE) is affected by the context of the criticism. Experiment 1 showed that the ISE occurs in a private context, but disappears when it is clear that the criticism is made to a large public audience. Experiment 2 investigated intragroup criticism and manipulated both audience size and audience composition. Results showed that ingroup criticism elicited greater sensitivity and less favorable evaluations of the speaker when made to an outgroup rather than an ingroup audience. The results highlight strategic considerations and tacit protocols governing the criticism of groups.

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Carryover Effects of Feeling Socially Transparent or Impenetrable on Strategic Self-Presentation.

Cited by 69 publications

References 50 publications

A Culture of Genius: How an Organization’s Lay Theory Shapes People’s Cognition, Affect, and Behavior

A Culture of Genius: How an Organization’s Lay Theory Shapes People’s Cognition, Affect, and Behavior

The Usage Behaviors, Motivations and Gratifications of Using User-Generated Media: The Case Study of Taiwan’s YouTube

Keeping it to Ourselves: Effects of Audience Size and Composition on Reactions to Criticisms of the Ingroup

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