Group dominance in hierarchy-attenuating and hierarchy-enhancing organizations: The role of social dominance orientation, need for cognitive closure, and power tactics in a person–environment (mis)fit perspective
We examined, in different work organizations, how subordinates high in social dominance orientation (SDO; individual desire to sustain group-based hierarchies) and in need for cognitive closure (NFCC, an individual's epistemic motivation to avoid uncertainty) comply with harsh power tactics as means to sustain asymmetrical intergroup relationships. We studied the interaction between SDO and NFCC in two organizations that differentially endorse hierarchy-attenuating and hierarchy-enhancing legitimizing myths.