ORCID Profile
0000-0002-0471-7004
Current Organisations
University of Zurich
,
Universität Zürich
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Publisher: SAGE Publications
Date: 07-2016
Abstract: Good self-control has been linked to adaptive outcomes such as better health, cohesive personal relationships, success in the workplace and at school, and less susceptibility to crime and addictions. In contrast, self-control failure is linked to maladaptive outcomes. Understanding the mechanisms by which self-control predicts behavior may assist in promoting better regulation and outcomes. A popular approach to understanding self-control is the strength or resource depletion model. Self-control is conceptualized as a limited resource that becomes depleted after a period of exertion resulting in self-control failure. The model has typically been tested using a sequential-task experimental paradigm, in which people completing an initial self-control task have reduced self-control capacity and poorer performance on a subsequent task, a state known as ego depletion. Although a meta-analysis of ego-depletion experiments found a medium-sized effect, subsequent meta-analyses have questioned the size and existence of the effect and identified instances of possible bias. The analyses served as a catalyst for the current Registered Replication Report of the ego-depletion effect. Multiple laboratories ( k = 23, total N = 2,141) conducted replications of a standardized ego-depletion protocol based on a sequential-task paradigm by Sripada et al. Meta-analysis of the studies revealed that the size of the ego-depletion effect was small with 95% confidence intervals (CIs) that encompassed zero ( d = 0.04, 95% CI [−0.07, 0.15]. We discuss implications of the findings for the ego-depletion effect and the resource depletion model of self-control.
Publisher: Center for Open Science
Date: 29-12-2021
Abstract: This paper presents a Social Identity Model of Organizational Change (SIMOC) and tests this in the context of employees’ responses to a corporate takeover. This model suggests that employees will identify with the newly emerging organization and adjust to organizational change more successfully the more they are able to maintain their pre-existing social identity (an identity maintenance pathway) or to change understanding of their social identity in ways that are perceived as constituting identity gain (an identity gain pathway). We examine this model in the context of an acquisition in the pharmaceutical industry where 225 employees were surveyed before the implementation of the organizational change and then again 18 months later. In line with SIMOC, pre-change identification predicted post-change identification and a variety of beneficial adjustment outcomes for employees (including job satisfaction, organizational citizenship behavior, lower depression, satisfaction with life, and post-traumatic growth) to the extent that either (a) they experienced a sense of identity continuity or (b) their supervisors engaged in identity leadership that helped to build a sense that they were gaining a new positive identity. Results showed a negative impact of pre-change organizational identification on post-change identification and various adjustment outcomes if both pathways were inaccessible, thereby contributing to employees’ experience of social identity loss. Discussion focuses on the ways in which organizations and their leaders can better manage organizational change and associated identity transition.
Publisher: Springer Science and Business Media LLC
Date: 24-10-2017
DOI: 10.1038/S41562-019-0815-Z
Abstract: Guided by the early findings of social scientists, practitioners have long advocated for greater contact between groups to reduce prejudice and increase social cohesion. Recent work, however, suggests that intergroup contact can undermine support for social change towards greater equality, especially among disadvantaged group members. Using a large and heterogeneous dataset (12,997 in iduals from 69 countries), we demonstrate that intergroup contact and support for social change towards greater equality are positively associated among members of advantaged groups (ethnic majorities and cis-heterosexuals) but negatively associated among disadvantaged groups (ethnic minorities and sexual and gender minorities). Specification-curve analysis revealed important variation in the size-and at times, direction-of correlations, depending on how contact and support for social change were measured. This allowed us to identify one type of support for change-willingness to work in solidarity- that is positively associated with intergroup contact among both advantaged and disadvantaged group members.
Publisher: American Psychological Association (APA)
Date: 11-2022
DOI: 10.1037/PSPI0000386
Abstract: This paper presents a Social Identity Model of Organizational Change (SIMOC) and tests this in the context of employees' responses to a corporate takeover. This model suggests that employees will identify with the newly emerging organization and adjust to organizational change more successfully the more they are able to maintain their pre-existing social identity (an identity maintenance pathway) or to change understanding of their social identity in ways that are perceived as constituting identity gain (an identity gain pathway). We examine this model in the context of an acquisition in the pharmaceutical industry where 225 employees were surveyed before the implementation of the organizational change and then again 18 months later. In line with SIMOC, pre-change identification predicted post-change identification and a variety of beneficial adjustment outcomes for employees (including job satisfaction, organizational citizenship behavior, lower depression, satisfaction with life, and post-traumatic growth) to the extent that either (a) they experienced a sense of identity continuity or (b) their supervisors engaged in identity leadership that helped to build a sense that they were gaining a new positive identity. Results showed a negative impact of pre-change organizational identification on post-change identification and various adjustment outcomes if both pathways were inaccessible, thereby contributing to employees' experience of social identity loss. Discussion focuses on the ways in which organizations and their leaders can better manage organizational change and associated identity transition. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
Publisher: Center for Open Science
Date: 04-2020
Abstract: What role does intergroup contact play in promoting support for social change toward greater equality? Drawing on the needs-based model of reconciliation, we theorized that when inequality between groups is perceived as illegitimate, disadvantaged groups members will experience a need for empowerment and advantaged groups members a need for acceptance. When intergroup contact satisfies each group’s needs, it should result in more mutual support for social change. Using four sets of survey data collected through the Zurich Intergroup Project in 23 countries, we tested several preregistered predictions derived from the above reasoning across a large variety of operationalizations. Two studies of disadvantaged groups (Ns=689 ethnic minority members in Study 1 and 3,382 sexual/gender minorities in Study 2) support the hypothesis that, after accounting for the effects of intergroup contact and perceived illegitimacy, satisfying the need for empowerment (but not acceptance) during contact is positively related with support for social change. Two studies with advantaged groups (Ns=2,937 ethnic majority members in Study 3 and 4,203 cis-heterosexual in iduals in Study 4) showed that, after accounting for illegitimacy and intergroup contact, satisfying the need for acceptance (but also empowerment) is positively related with support for social change. Overall, these findings suggest that intergroup contact is compatible with efforts to promote social change when group-specific needs are met. Thus, to encourage support for social change among both disadvantaged and advantaged group members, it is essential that besides promoting mutual acceptance, intergroup contact interventions also give voice to and empower members of disadvantaged groups.
Publisher: American Psychological Association (APA)
Date: 04-2022
DOI: 10.1037/PSPI0000365
Abstract: What role does intergroup contact play in promoting support for social change toward greater social equality? Drawing on the needs-based model of reconciliation, we theorized that when inequality between groups is perceived as illegitimate, disadvantaged group members will experience a need for empowerment and advantaged group members a need for acceptance. When intergroup contact satisfies each group's needs, it should result in more mutual support for social change. Using four sets of survey data collected through the Zurich Intergroup Project in 23 countries, we tested several preregistered predictions, derived from the above reasoning, across a large variety of operationalizations. Two studies of disadvantaged groups (Ns = 689 ethnic minority members in Study 1 and 3,382 sexual/gender minorities in Study 2) support the hypothesis that, after accounting for the effects of intergroup contact and perceived illegitimacy, satisfying the need for empowerment (but not acceptance) during contact is positively related to support for social change. Two studies with advantaged groups (Ns = 2,937 ethnic majority members in Study 3 and 4,203 cis-heterosexual in iduals in Study 4) showed that, after accounting for illegitimacy and intergroup contact, satisfying the need for acceptance (but also empowerment) is positively related to support for social change. Overall, findings suggest that intergroup contact is compatible with efforts to promote social change when group-specific needs are met. Thus, to encourage support for social change among both disadvantaged and advantaged group members, it is essential that, besides promoting mutual acceptance, intergroup contact interventions also give voice to and empower members of disadvantaged groups. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
Publisher: Elsevier BV
Date: 12-2008
Publisher: Springer Science and Business Media LLC
Date: 23-06-2020
Publisher: Center for Open Science
Date: 27-01-2020
Abstract: Guided by the early findings of social scientists, practitioners have long advocated for greater contact between groups toreduce prejudice and increase social cohesion. Recent work, however, suggests that intergroup contact can undermine support for social change towards greater equality, especially among disadvantaged group members. Using a large and heterogeneous dataset (12,997 in iduals from 69 countries), we demonstrate that intergroup contact and support for social change towards greater equality are positively associated among members of advantaged groups (ethnic majorities and cis-heterosexuals) but negatively associated among disadvantaged groups (ethnic minorities and sexual and gender minorities). Specification curve analysis revealed important variation in the size—and at times, direction—of correlations, depending on how contact and support for social change were measured. This allowed us to identify one type of support for change—willingness to work in solidarity— that is positively associated with intergroup contact among both advantaged and disadvantaged group members.
No related grants have been discovered for Johannes Ullrich.