The current study investigates the theory of planned behavior with important additional predictors from the social identity approach. The study explores whether social identity might function as a driver of the theory of planned behavior and help explain how abstract group processes might impact student binge drinking behavior. Adopting a controlled statistical analysis, the hypothesized model expands the theory of planned behavior's current conceptualization of group norms and considers how the behavioral content of a specific group, with group identification, impacts binge drinking behavior (N = 551 university students). A path analysis that simultaneously mapped all the hypothesized relationships supported a reconceptualization of social identity as a predictor within the theory of planned behavior. The interaction between group identification and the importance of drinking to the group's identity significantly predicted an individual's attitudes towards binge drinking and perceived social binge drinking norms (subjective, descriptive and injunctive), which in turn predicted intentions to binge drink. Intentions to binge drink predicted self-reported binge drinking behavior two weeks later, above and beyond relevant covariates. The implications of these findings are discussed, with recommendations for future research.

In organizational psychology, staff perceptions of organizational climate have been found to be an important predictor of employee outcomes, such as employee stress. However, only a small pool of research has investigated the psychological mechanism that underpins the relationship, and no past literature has explored how the relationship persists over time. This paper uses the social identity approach to investigate whether social identification predicts and mediates the relationship between staff perceptions of organizational climate and their levels of stress and self-esteem over time. Employing a sample of public school teachers, the study was conducted over two years (N=281, 65 schools). The results indicated that social identification fully mediated the relationship between organizational climate and self-esteem longitudinally but showed no significant relationship with stress. The implications of these findings are discussed, with recommendations for future research.