Scholarlink

<p>This theoretical paper adopts a perspective on human motivation to examine the system of needs, motivated social cognitions, goals, and strategies associated with individuals exhibiting higher or lower levels of social dominance orientation. Drawing on research conducted in organizational settings, it examines how the endorsement of harsh or soft power strategies serves hierarchy-enhancing or hierarchy-attenuating goals. Furthermore, the paper examines how different organizational cultures—characterized by hierarchy-enhancing or hierarchy-attenuating social norms—may&#xa0;shape social dominance orientation-related goals. Particular attention is given&#xa0;to the person-environment misfit condition that arises when individuals with higher social dominance orientation operate in organizational contexts where hierarchy-attenuating norms prevail. Consistent with the literature, several social-psychological responses to misfit have been identified, including dropout, endorsement of power strategies, self-regulation strategies, and socialization into the organizational culture—each serving as&#xa0;a means to reduce the dissonance elicited by person-environment misfit. Finally, the paper offers directions for future research on social dominance orientation in organizational contexts and discusses practical implications, emphasizing the pivotal role of motives that support group-based dominance or equality in these settings.</p>

错误：搜索内容不能为空，请输入英文关键词
错误：关键词超出字数限制，请精简
高级检索

Social Dominance Orientation in a Motivational Framework: A Focus on Organizational Settings

  • 期刊论文

  • 发表日期：

    2025年2月20日

查看全文
  • Alessio Tesi

摘要

This theoretical paper adopts a perspective on human motivation to examine the system of needs, motivated social cognitions, goals, and strategies associated with individuals exhibiting higher or lower levels of social dominance orientation. Drawing on research conducted in organizational settings, it examines how the endorsement of harsh or soft power strategies serves hierarchy-enhancing or hierarchy-attenuating goals. Furthermore, the paper examines how different organizational cultures—characterized by hierarchy-enhancing or hierarchy-attenuating social norms—may shape social dominance orientation-related goals. Particular attention is given to the person-environment misfit condition that arises when individuals with higher social dominance orientation operate in organizational contexts where hierarchy-attenuating norms prevail. Consistent with the literature, several social-psychological responses to misfit have been identified, including dropout, endorsement of power strategies, self-regulation strategies, and socialization into the organizational culture—each serving as a means to reduce the dissonance elicited by person-environment misfit. Finally, the paper offers directions for future research on social dominance orientation in organizational contexts and discusses practical implications, emphasizing the pivotal role of motives that support group-based dominance or equality in these settings.