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AFFECTIVE RESPONSES TO PROFESSIONAL DISSIMILARITY: A MATTER OF STATUS

PRITHVIRAJ CHATTOPADHYAY, CARMEL FINN and NEAL M. ASHKANASY
The Academy of Management Journal
Vol. 53, No. 4 (August 2010), pp. 808-826
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/20788793
Page Count: 19
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AFFECTIVE RESPONSES TO PROFESSIONAL DISSIMILARITY: A MATTER OF STATUS
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Abstract

We argue that, when status differences between lower- and higher-status team members are well established, intergroup relations are driven by status competition among higher-status team members and collaboration among lower-status team members. Supporting these arguments, we found that higher-status team members facing higher levels of professional dissimilarity (i.e., working with higher proportions of lower-status team members) reported fewer instances in which colleagues accused them of incompetence or breached norms of professional conduct; the latter resulted in lower levels of negative emotions and negative behaviors. Lower-status team members reported higher levels of these outcomes when working with higher proportions of higher-status team members.

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