Journal
PERSONALITY AND SOCIAL PSYCHOLOGY BULLETIN
Volume 36, Issue 3, Pages 283-296Publisher
SAGE PUBLICATIONS INC
DOI: 10.1177/0146167209347380
Keywords
implicit theories of intelligence; lay theories; situational factors; self-presentation; self-concept; hiring decision
Categories
Ask authors/readers for more resources
Traditionally, researchers have conceptualized implicit theories as individual differences-lay theories that vary between people. This article, however, investigates the consequences of organization-level implicit theories of intelligence. In five studies, the authors examine how an organization's fixed (entity) or malleable (incremental) theory of intelligence affects people's inferences about what is valued, their self-and social judgments, and their behavioral decisions. In Studies 1 and 2, the authors find that people systematically shift their self-presentations when motivated to join an entity or incremental organization. People present their smarts to the entity environment and their motivation to the incremental environment. In Studies 3a and 4, they show downstream consequences of these inferences for participants' self-concepts and their hiring decisions. In Study 3b, they demonstrate that the effects are not due to simple priming. The implications for understanding how environments shape cognition and behavior and, more generally, for implicit theories research are discussed.
Authors
I am an author on this paper
Click your name to claim this paper and add it to your profile.
Reviews
Recommended
No Data Available