Intergroup Conflict and Attitudes toward the Opponent: An Application of the Collins and Hoyt Attitude Change Theory to Interorganizational Conflict
PURDUE UNIV LAFAYETTE IN
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Thirty-four four man teams participated in an experimental simulation of an internation conflict. Each team was subdivided into two decision makers central roles and two information handlers peripheral roles. In keeping with a number of attitude change theories, especially a recent one by Collins and Hoyt 1971, it was predicted that this task allocation, with a possible additional factor of physical separation between subteams, would be a determinant of the players emergent attitudes toward an opponent team. The results were consistent with the prediction.