To Disclose or Not to Disclose? Status Distance and Self-Disclosure in Diverse Environments

Phillips, Katherine W.; Rothbard, Nancy P.; Dumas, Tracy L.

doi:10.5465/amr.34.4.zok710

Cited by 91 publications

(107 citation statements)

References 158 publications

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“…These social and person identities are thought to develop over time but to be relatively stable across situations (Markus & Wurf, 1987;Phillips, Rothbard, & Dumas, 2009;Scott, Corman, & Cheney, 1998).…”

Section: Moderating Effects Of Employee Identitiesmentioning

confidence: 99%

CSR initiative characteristics and employee engagement: An impact‐based perspective

2018

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Summary Though corporations depend on the work of employees to achieve important humanitarian and environmental outcomes, research on employee engagement in corporate social responsibility initiatives (CSRIs) remains limited and fragmented. Building on existing studies, we develop a theoretical model explaining when and why CSRIs, on the basis of their distinctive characteristics, would be engaging to employees. Adopting the lens of social cognitive theory, we position employees as potential agents of social change, whose efforts are enabled through CSRIs that are expected to meaningfully impact stakeholders (including the employees themselves, their employing organizations, and external beneficiaries). We first model CSRIs in terms of their focus characteristics, which reflect the different types of goals that CSRIs can have. We then explain how these CSRI characteristics promote employee engagement through anticipated impacts that are commensurate with employees' personal expectations. Lastly, we explain how these effects depend on organizational support for the CSRI, which shapes employees' beliefs about the collective efficacy of the organization to achieve the CSRI goals, and on employees' identities, which determine the types of CSRI impacts that are more meaningful and therefore more conducive to engagement. We conclude with a discussion of implications for research and practice.

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Section: Moderating Effects Of Employee Identitiesmentioning

confidence: 99%

CSR initiative characteristics and employee engagement: An impact‐based perspective

2018

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“…Many studies have shown that acknowledging one's stigmatized social identity reduces interaction strains between individuals with and without stigmatized social identities, reduces perceptions of stereotypes associated with the social identities, and leads to more favorable evaluations of the individual who made the acknowledgment (Davis, 1961;Evans, 1976;Hastorf, Wildfogel, & Cassman, 1979;Hebl & Kleck, 2002). However, researchers have proposed (Phillips, Rothbard, & Dumas, 2009) and recent studies have found that stigma acknowledgment can be disadvantageous for those who make such acknowledgments as it results in negative evaluations (Hebl & Kleck, 2002;Tropp & Bianchi, 2007).…”

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confidence: 99%

How Do People React to Stigma Acknowledgment? Race and Gender Acknowledgment in the Context of the 2008 Presidential Election¹

Hagiwara

Wessel

Ryan

2012

J Applied Social Pyschol

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Some studies have found that acknowledging one's stigmatized social identity in an evaluative context leads to more favorable evaluations, whereas others have found that stigma acknowledgment can increase negative evaluations. The present study examined one potential factor (i.e., evaluators' attitudes toward social groups to which acknowledgers belong) that may moderate the relation between stigma acknowledgment and evaluations, in the context of race and gender acknowledgment in the 2008 U.S. presidential election. Results indicated that acknowledgment of race, but not gender, led to more negative evaluations, particularly for high‐prejudiced individuals. The findings highlight the importance of examining stigma acknowledgment effects from a Person × Situation perspective. Implications for advancing understanding of acknowledgment as a useful strategy in evaluative contexts are discussed.

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“…Our study examines how disclosure of personal information about a newcomer affects team processes, team performance and perceptions of the newcomer. We suggest that sharing Personalizing Ethnically Distinct Team Members 5 personal information may help group members with similarities to develop trust, but it may not have the same effect in teams with demographically different members, where disclosures of personal information may only serve to highlight differences among team members and increase their discomfort (Phillips, Rothbard & Dumas, 2009). This is because the disclosure of personal information by individuals with distinct characteristics can accentuate differences and status distance (e.g., the degree of status difference between individuals; Blau, 1977), thereby undermining the formation of high-quality relationships.…”

Section: Introductionmentioning

confidence: 90%

To Disclose or Not to Disclose: The Ironic Effects of the Disclosure of Personal Information About Ethnically Distinct Newcomers to a Team

2017

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Recently, scholars have argued that disclosure of personal information is an effective mechanism for building high-quality relationships. However, personal information can focus attention on differences in demographically diverse teams. In an experiment using 37 undergraduate teams, we examine how sharing personal information by ethnically similar and ethnically distinct newcomers to a team affects team perceptions, performance, and behavior. Our findings indicate that the disclosure of personal information by ethnically distinct newcomers improves team performance. However, the positive impact on team performance comes at a cost to the newcomers, who are perceived as less competent by others and experience heightened social discomfort in team interactions. Ironically, what benefits the ethnically diverse team may undermine its ethnically distinct members. This study highlights how the management of diversity may sometimes require making tradeoffs between individual interests and those of the team.

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To Disclose or Not to Disclose? Status Distance and Self-Disclosure in Diverse Environments

Cited by 91 publications

References 158 publications

CSR initiative characteristics and employee engagement: An impact‐based perspective

CSR initiative characteristics and employee engagement: An impact‐based perspective

How Do People React to Stigma Acknowledgment? Race and Gender Acknowledgment in the Context of the 2008 Presidential Election¹

To Disclose or Not to Disclose: The Ironic Effects of the Disclosure of Personal Information About Ethnically Distinct Newcomers to a Team

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To Disclose or Not to Disclose? Status Distance and Self-Disclosure in Diverse Environments

Cited by 91 publications

References 158 publications

CSR initiative characteristics and employee engagement: An impact‐based perspective

CSR initiative characteristics and employee engagement: An impact‐based perspective

How Do People React to Stigma Acknowledgment? Race and Gender Acknowledgment in the Context of the 2008 Presidential Election1

To Disclose or Not to Disclose: The Ironic Effects of the Disclosure of Personal Information About Ethnically Distinct Newcomers to a Team

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How Do People React to Stigma Acknowledgment? Race and Gender Acknowledgment in the Context of the 2008 Presidential Election¹