Changes in social identities over time: the role of coping and adaptation processes.

The present studies investigated the processes by which group members integrate a new social identity. Based on a newly developed theoretical model, we anticipated that social factors (social support and need satisfaction) would be facilitators of this change process and should have an impact on the coping and adaptation strategies group members use to deal with the membership in a new group. These strategies, in turn, should predict intra-individual changes in level of identification with the new group, which should then predict enhanced psychological adjustment over time. The proposed associations were tested among university students over the course of their first academic year (Study 1) and among on-line gamers joining a newly established on-line community (Study 2). Path analyses provided support for the hypothesized associations. The results are discussed in light of recent theoretical developments pertaining to intra-individual changes in social identities.

Restructuring the multi-professional organization: professional identity and adjustment to change in a public hospital.

The present study explored the multiple identities held by health professionals in a large public hospital that was experiencing organizational change that involved the transition from the traditional use of professional hierarchies to the use of new clinical teams. Consistent with predictions from social identity theory and research, the results of an organization-wide survey (N = 615) reveal the protective role of identification with professional departments during change that threatened group status. Professional departments were the preferred target of identification of employees, and employees who preferred this target reported a stronger sense of identification. Also consistent with our predictions, employees who were members of higher status groups reported greater job satisfaction, higher levels of openness to organizational change, and reduced levels of change-related uncertainty. These results were more pronounced for employees who identified with their professional department. Implications for managing multiple identities during organizational transition are discussed.