Collective action control: Ubiquitous processes and cultural differences

Abstract

Humans have two superpowers: reaching desired end-states (goals) and working together (cooperation). We conceptualize these two capabilities as one: collective action control. We discuss ubiquitous processes and (potential) cultural differences in collective action control in the context of two established frameworks—social identity and norms—as well as an emerging attribution of intent perspective. We illustrate collective action control processes by discussing responses to critical feedback during goal pursuit, as exemplified in research on the rejection of intergroup criticism (Intergroup Sensitivity Effect). Established frameworks did not predict the pattern of current empirical observations. We therefore call for developing the attribution of intent account through systematic theory building and research to identify the ubiquitous and culture-specific processes of collective action control.