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  • We manipulated personalization and group performance feedback to examine their effects on intergroup attributions and prejudice. Following high or low levels of personalized contact with a typical out-group member, participants learned either that the out-group had generally succeeded or that the in-group had failed at the participant’s task. Under high personalization and out-group success, participants exhibited less attributional bias in explaining the success of new out-group job applicants and less prejudice toward them than those under low personalization. By contrast, when one’s in-group had failed, we found similar favorability toward in-group and out-group job applicants. Importantly, when ability attributions and friendliness were separately combined with subjective personalization, both combinations mediated the effects of manipulated personalization in reducing prejudice toward new out-group persons. (xsd:string)
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  • 2005 (xsd:gyear)
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  • 2005 (xsd:gyear)
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  • 10.1177/1368430205056467 ()
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  • true (xsd:boolean)
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  • en (xsd:string)
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  • 4 (xsd:string)
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  • Prejudice and Intergroup Attributions: The Role of Personalization and Performance Feedback (xsd:string)
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  • Zeitschriftenartikel (xsd:string)
  • journal_article (en)
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  • GESIS-SSOAR (xsd:string)
  • In: Group Processes & Intergroup Relations, 8, 2005, 4, 391-410 (xsd:string)
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?:urn
  • urn:nbn:de:0168-ssoar-227894 ()
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  • 8 (xsd:string)