Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/29524
Full metadata record
DC FieldValueLanguage
dc.contributor.authorRichards, Jamesen_UK
dc.contributor.authorMarks, Abigailen_UK
dc.date.accessioned2019-05-18T00:05:53Z-
dc.date.available2019-05-18T00:05:53Z-
dc.date.issued2007en_UK
dc.identifier.urihttp://hdl.handle.net/1893/29524-
dc.description.abstractGroups and teams have been a major focal point of psychological and sociological theory and research. An understanding of groups is necessary for almost every analysis of social behaviour, including, leadership, majority-minority relations, status, role dierentiation and socialisation (Levine and Moreland, 1998). Furthermore, small groups provide important contexts within which other behaviour occurs e.g. attraction, aggression and altruism (Geen 1998; Batson 1998). At a functional level, people spend much of their lives in collectives of some kind; e.g. families, school classes and sports teams, and these groups provide members with vital material and psychological resources.en_UK
dc.language.isoenen_UK
dc.publisherinternational Journal of Business Science and Applied Managementen_UK
dc.relationRichards J & Marks A (2007) Biting the hand that feeds: Social identity and resistance in restaurant teams. International Journal of Business Science and Applied Management, 2 (2), pp. 42-57. http://www.business-and-management.org/paper.php?id=14en_UK
dc.rightsThis paper is published under a Creative Commons (Attribution 2.0 UK: England & Wales) licence (https://creativecommons.org/licenses/by/2.0/uk/)en_UK
dc.subjectsocial identity approachen_UK
dc.subjectlabour processen_UK
dc.subjectresistanceen_UK
dc.subjectteamworken_UK
dc.subjectethnographyen_UK
dc.subjecthotel and cateringen_UK
dc.titleBiting the hand that feeds: Social identity and resistance in restaurant teamsen_UK
dc.typeJournal Articleen_UK
dc.citation.jtitleInternational Journal of Business Science and Applied Managementen_UK
dc.citation.issn1753-0296en_UK
dc.citation.volume2en_UK
dc.citation.issue2en_UK
dc.citation.spage42en_UK
dc.citation.epage57en_UK
dc.citation.publicationstatusPublisheden_UK
dc.citation.peerreviewedRefereeden_UK
dc.type.statusVoR - Version of Recorden_UK
dc.identifier.urlhttp://www.business-and-management.org/paper.php?id=14en_UK
dc.author.emailabigail.marks@stir.ac.uken_UK
dc.contributor.affiliationHeriot-Watt Universityen_UK
dc.contributor.affiliationHeriot-Watt Universityen_UK
dc.identifier.isiWOS:000356257800012en_UK
dc.identifier.scopusid2-s2.0-85059588613en_UK
dc.identifier.wtid1270737en_UK
dc.contributor.orcid0000-0002-5307-8923en_UK
dc.date.filedepositdate2019-05-17en_UK
Appears in Collections:Management, Work and Organisation Journal Articles

Files in This Item:
File Description SizeFormat 
2_2_42_57_Richards_Marks.pdfFulltext - Published Version108.94 kBAdobe PDFView/Open


This item is protected by original copyright



Items in the Repository are protected by copyright, with all rights reserved, unless otherwise indicated.

If you believe that any material held in STORRE infringes copyright, please contact library@stir.ac.uk providing details and we will remove the Work from public display in STORRE and investigate your claim.