Social Identity Complexity at the Workplace

I have been interested for a long time in teams and how they functioning. Over time, I specialized in the topic of knowledge sharing: Why do certain people share and other’s not? And what does need to happen for shared knowledge to be processes and transformed by team members. At the beginning of my PhD I thought about looking into the dynamics of team and individual learning, trying to figure out if one is causing the other. Soon, I dropped this as I didn’t know where to begin researching it. In some way this dialectic made it back into my research, albeit in a different form.

My research model included cognitive and behavioral dimensions, but was missing the affective side (or in the words of my supervisor: The social side). After a couple of days of reading, I decided to include the concept of social identity. As a result of this, I looked into the influence of social identity complexity (overlapping social identities) at the workplace. As my research took place in multidisciplinary teams (e.g. health care teams), I was wondering if there is a form of overlap in team and professional social identity which can benefit both team performance and professional development. To investigate this, I did a Delphi study, whose result you can see here:

 

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