Is Social Psychology Really Different?

Gergen (1976), outlines a number of problems that make it difficult to apply general social psychological the ories, or to assess their validity unequivocally. These dif ficulties are not unique to social psychology, however. The application of general scientific principles has never been a simple matter, not even in the well-established physical sci ences. Moreover, there are formidable difficulties in asses sing general theoretical propositions in every field of in quiry, since empirical procedures will inevitably depend on assumptions about local field conditions, the adequacy of meas urement techniques, and the like. As a consequence, if re sults are inconsistent with theoretical expectations, there will always be some uncertainty as to where the problem lies. Social psychologists should not assume that their difficulties are totally unlike those encountered in other fields of sci entific inquiry. The problems raised by Gergen do not, con sequently, rule out the possible development and application of general social psychological theories.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/69124/2/10.1177_014616727600200417.pd

Imprinting, honeymooning, or maturing: Testing three theories of how interfirm social bonding impacts suppliers’ allocations of resources to business customers

In business markets, does strength of social bonds that a supplier perceives with a specific customer influence the supplier’s allocations of resources relative to other customers? If social bonding does uniquely impact supplier allocation of resources to customers, does the impact vary by relationship duration? Relationship marketing and Homans’ framework for social behavior are the theoretical bases for the study, which uses survey data to examine three alternative models that indicate how suppliers’ perceptions of social bonds with customers influence the suppliers’ allocations of resources over time. Analysis of data from sales and marketing managers confirms that two of these models, the imprinting theory and the maturity theory, are relevant. The findings indicate that relationship managers need to take into account the clear effect that creation of strong social bonds in buyer–seller relationships, as distinct from financial bonds, has on the way in which suppliers allocate resources to those relationships and how relationship duration affects the way in which they do so. The study strengthens the argument, on a strong theoretical base, to adopt a collaborative, as opposed to a transactional, approach to buyer–seller relationships

Why Operationism Doesn't Go Away: Extrascientific Incentives of Social-Psychological Research

Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/69038/2/10.1177_004839318601600302.pd