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254
Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs.
- Journal of Applied Psychology,
, 2007
"... In this study, the authors examine the relationship between abusive supervision and employee workplace deviance. The authors conceptualize abusive supervision as a type of aggression. They use work on retaliation and direct and displaced aggression as a foundation for examining employees' reac ..."
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Cited by 42 (2 self)
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In this study, the authors examine the relationship between abusive supervision and employee workplace deviance. The authors conceptualize abusive supervision as a type of aggression. They use work on retaliation and direct and displaced aggression as a foundation for examining employees' reactions to abusive supervision. The authors predict abusive supervision will be related to supervisor-directed deviance, organizational deviance, and interpersonal deviance. Additionally, the authors examine the moderating effects of negative reciprocity beliefs. They hypothesized that the relationship between abusive supervision and supervisor-directed deviance would be stronger when individuals hold higher negative reciprocity beliefs. The results support this hypotheses. The implications of the results for understanding destructive behaviors in the workplace are examined.
Organizational Justice and Organizational Citizenship Behavior 23 at PENNSYLVANIA STATE UNIV on February 21, 2016jom.sagepub.comDownloaded from
, 2002
"... This research explores the differential effects of multifoci organizational justice perceptions on organizational citizenship behavior. Based on data collected from 217 employee–supervisor dyads, our findings clarify the bi-focal nature of distributive and procedural justice, illuminate the mono-foc ..."
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Cited by 30 (3 self)
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This research explores the differential effects of multifoci organizational justice perceptions on organizational citizenship behavior. Based on data collected from 217 employee–supervisor dyads, our findings clarify the bi-focal nature of distributive and procedural justice, illuminate the mono-focus of interpersonal justice, and support the premise that justice investments yield exponential behavioral responses that are sometimes mediated by the quality of the employee– supervisor relationship.
An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations
, 2007
"... The resource-based view of the firm and social exchange perspectives are invoked to hypothesize linkages among high-performance work systems, collective human capital, the degree of social exchange in an establishment, and establishment performance. The authors argue that high-performance work syste ..."
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Cited by 26 (2 self)
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The resource-based view of the firm and social exchange perspectives are invoked to hypothesize linkages among high-performance work systems, collective human capital, the degree of social exchange in an establishment, and establishment performance. The authors argue that high-performance work systems generate a high level of collective human capital and encourage a high degree of social exchange within an organization, and that these are positively related to the organization’s overall performance. On the basis of a sample of Japanese establishments, the results provide support for the existence of these mediating mechanisms through which high-performance work systems affect overall establishment performance.
A meta-analysis of antecedents and consequences of leader–member exchange integrating the past with an eye toward the future
- Journal of Management
, 2012
"... Although leader-member exchange (LMX) was identified in the literature nearly 40 years ago, a comprehensive empirical examination of its antecedents and consequences has not been conducted. The authors ’ examination included 247 studies, containing 290 samples, and 21 antecedents and 16 consequences ..."
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Cited by 19 (0 self)
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Although leader-member exchange (LMX) was identified in the literature nearly 40 years ago, a comprehensive empirical examination of its antecedents and consequences has not been conducted. The authors ’ examination included 247 studies, containing 290 samples, and 21 antecedents and 16 consequences of LMX quality. Results indicated that while leader behaviors and perceptions, follower characteristics, interpersonal relationship characteristics, and contextual variables represent significant groups of LMX antecedents, leader variables explained the most variance in LMX quality. Moderator analyses revealed that the particular LMX scale, country of participants, and work setting studied did not produce meaningful influences on the relationships in the meta-analysis. However, power distance and individualism did moderate some of these relationships. To provide continuity with the LMX meta-analyses 1
A closer look at trust between managers and subordinates: Understanding the effects of both trusting and being trusted on subordinate outcomes
- Journal of Management
, 2009
"... Despite previous calls to examine trust from the perspectives of both the manager and subordi-nate, most studies have exclusively focused on trust in the manager. The authors propose that trust in the subordinate has unique consequences beyond trust in the manager. Furthermore, they propose joint ef ..."
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Cited by 14 (0 self)
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Despite previous calls to examine trust from the perspectives of both the manager and subordi-nate, most studies have exclusively focused on trust in the manager. The authors propose that trust in the subordinate has unique consequences beyond trust in the manager. Furthermore, they propose joint effects of trust such that subordinate behavior and intentions are most favor-able when there is high mutual trust. Findings reveal unique relationships of trust in manager and trust in subordinate on performance, organizational citizenship behavior (OCB), and inten-tions to quit. Furthermore, the interaction of trust in manager and trust in subordinate predicts individual-directed OCB in the hypothesized direction.
How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective. Organizational Behavior and Human Decision Processes
, 2009
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Approaches to scale development in Chinese management research
- Management and Organizational Review
, 2006
"... ABSTRACT We classify survey scales or measures currently used in Chinese management research along two dimensions – the source of the scale and expectations about its cultural specificity. Based on these two dimensions, we differentiate four approaches to scale development: translation, adaptation, ..."
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Cited by 12 (0 self)
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ABSTRACT We classify survey scales or measures currently used in Chinese management research along two dimensions – the source of the scale and expectations about its cultural specificity. Based on these two dimensions, we differentiate four approaches to scale development: translation, adaptation, de-contextualization, and contextualization. We describe the key assumptions, strengths and limitations of each approach and their roles in Chinese management research. We illustrate the four approaches by commenting on the five articles in this special issue.
Managing power in the multinational corporation: how low-power actors gain influence
- Journal of Management
"... This article provides a conceptual integration and synthesis of the literature on power and influence in multinational corporations (MNCs). To provide some focus to their synthesis, the authors con-centrate on the situation facing, and the strategies pursued by, low-power actors within the MNC netwo ..."
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Cited by 10 (0 self)
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This article provides a conceptual integration and synthesis of the literature on power and influence in multinational corporations (MNCs). To provide some focus to their synthesis, the authors con-centrate on the situation facing, and the strategies pursued by, low-power actors within the MNC network, that is, actors who are currently positioned in relatively weak or low-status positions vis-à-vis other actors. Drawing inspiration from Ghoshal, the authors make a clear separation between ends and means: between the objectives pursued by low-power actors (their ends) and the strate-gies or tactics they pursue to achieve these objectives (their means). This approach allows the authors to pull together some strands of literature that had previously been entirely separate.
Cropanzano (2009), ‘‘Fairness at the Group Level: Justice Climate and Intraunit Justice Climate
- Journal of Management
"... Like many constructs within the managerial sciences, organizational justice has traditionally been conceptualized as an individual-level phenomenon. In recent years, this has begun to change, as a number of research studies have explored justice as a collective or group-level construct. The authors ..."
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Like many constructs within the managerial sciences, organizational justice has traditionally been conceptualized as an individual-level phenomenon. In recent years, this has begun to change, as a number of research studies have explored justice as a collective or group-level construct. The authors provide a review of this literature, historically tracing the growth of this research tradition, reviewing measurement issues, and discussing available research findings. The authors argue that there are at least two viable treatments of unit-level justice. Justice climate pertains to the manner in which a team is treated by outside agents, such as an authority figure. Intraunit justice climate pertains to the manner in which teammates treat one another. Although much more research is needed, evidence suggests that both justice climate and intraunit fairness are useful predictors of work attitudes and behavior.
Testing a model of sense of virtual community
, 2008
"... A distinguishing feature of virtual communities is their sense of community, i.e., their participants’ feelings of membership, identity, influence, and attachment with each other. This study tests a model in which members ’ perceptions of the group’s norms mediate the relationships between supportin ..."
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Cited by 9 (1 self)
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A distinguishing feature of virtual communities is their sense of community, i.e., their participants’ feelings of membership, identity, influence, and attachment with each other. This study tests a model in which members ’ perceptions of the group’s norms mediate the relationships between supporting each other and identifying each other with the members ’ sense of virtual community. Two studies were conducted providing partial support for the model. The results show that the perception of norms mediate the relationship between SOVC and (a) observing and publicly exchanging support, (b) perceiving that others know one’s identity, and (c) using technical features to learn and create identity. Theoretical and practical implications are discussed.
