Which Hat to Wear? The Relative Salience of Multiple Identities in Organizational ContextsMichael A. Hogg, Deborah J. Terry2014-06-03article276 citationsclosedNo readable copy stored yet — this record is metadata only.Management and Organizational StudiesSocial and Intergroup PsychologyGender Diversity and InequalityAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 276 citations exist upstream.Cited by2010The faultline activation process and the effects of activated faultlines on coalition formation, conflict, and group outcomes2007On Being Both With Us and Against Us: A Normative Conflict Model of Dissent in Social Groups2011Multiple Team Membership: A Theoretical Model of its Effects on Productivity and Learning for Individuals and Teams.2015“I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations2007Interactive effects of work group and organizational identification on job satisfaction and extra-role behavior2013Courage as Identity Work: Accounts of Workplace Courage2013Microfoundations for Strategy: A Goal-Framing Perspective on the Drivers of Value Creation2017From Synchronizing to Harmonizing: The Process of Authenticating Multiple Work Identities