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The current study investigated meat‐reducers' (vegan, vegetarian, and flexitarian) dietary identities using an identity process approach. Drawing on identity development theories, we aimed to (i) classify meat‐reducers from the United Kingdom and United States (N = 375) based on their level of identity exploration and commitment, and (ii) examine the effect of dietary identity status on diet and group‐based behaviours. Findings demonstrated evidence for three identity clusters: achieved (high exploration and high commitment), foreclosed (lower exploration and higher commitment), and diffused (low exploration and low commitment) meat‐reducers. Vegans were more likely to display an achieved dietary identity, whereas the majority of flexitarians indicated a diffused identity. More importantly, identity status had significant effects on all outcome measures, with achieved meat‐reducers reporting greatest dietary strictness, greatest centrality and private regard, but lowest public regard, as well as most negative attitudes towards meat‐eaters and greatest activism. We discuss how investigating dietary identities with a 'process framework' may point to a more inclusive view of social identities among people who follow a plant‐based diet. [ABSTRACT FROM AUTHOR]

Organizational identification underpins a range of important outcomes in the workplace, including workers' well‐being. Drawing on the social identity approach to health (SIAH), here we explore whether certain organizational forms—specifically, organizational decentralization—can boost organizational identification and, in this way, employee well‐being. We test this possibility in four high‐powered samples of workers in the UK, US and Italy (N total = 1960). Results confirm that workers are more likely to identify with an organization when they perceive power to be decentralized. Importantly, we find the expected indirect effects between increased decentralization perceptions and ratings of improved well‐being (including job satisfaction, work engagement and reduced burnout) through organizational identification. These results were consistent across samples, proving the generality of the findings across different cultural contexts. Empirical and practical implications of shared decision‐making power to increase workers' well‐being are discussed. Please refer to the Supplementary Material section to find this article's Community and Social Impact Statement. [ABSTRACT FROM AUTHOR]

For people with social anxiety, ongoing exposure to feared situations is crucial for both treatment and the prevention of relapse. The COVID‐19 pandemic—with prolonged, often enforced, reductions in people's social contact—reduced such exposure and may thus have exacerbated social anxiety symptoms. In this three‐wave longitudinal study (N = 212) we explored whether people's membership in multiple groups could protect against anticipatory anxiety for, and avoidance of, social situations. In line with our predictions, pre‐pandemic multiple group memberships reduced anticipatory anxiety and avoidance at Waves 1 and 2 (June and August 2020). Controlling for participants' pre‐pandemic multiple group memberships, maintained group memberships (from pre‐pandemic to Wave 2) predicted lower Wave 2 anticipatory anxiety and avoidance, and lower Wave 2 anticipatory anxiety predicted reduced social anxiety symptoms at Wave 3. These findings are discussed with an emphasis on how social identity theorising and cognitive behavioural approaches to social anxiety can be successfully integrated. [ABSTRACT FROM AUTHOR]