Is it better to be moral than smart? The effects of morality and competence norms on the decision to work at group status improvement.

Abstract

Three studies examined strategies of status improvement in experimentally created (Study 1 and 2) and preexisting (Study 3) low-status groups. Theory and prior research suggested that an in-group norm that established a particular strategy of status improvement as moral (rather than competent) would have a greater effect on individuals' decision to work at this strategy. Both Study 1 and Study 2 found that morality norms had a greater impact than competence norms on individuals' decision to work at group (rather than individual) status improvement. In both studies participants also needed less time to decide on a strategy of status improvement when it is was encouraged by a morality norm rather than a competence norm. Study 3 used a preexisting low-status group (i.e., Southern Italians) to further confirm that morality norms have a greater effect on the decision to work at group status improvement than do competence norms. Results are discussed in terms of social influence and identity management strategies.