Poetic justice or petty jealousy? The aesthetics of revenge

By T. M. Tripp, R. Bies, Karl Aquino. 2002

182 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/03321fcc058354839f1475d3e72236a58dacd47b

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Citations in the corpus

Getting even or moving on? Power, procedural justice, and types of offense as predictors of revenge, forgiveness, reconciliation, and avoidance in organizations. (2006, background): “Even today, evidence shows that in response to a workplace injustice, many people believe that workplace revenge is appropriate and even required (Tripp et al., 2002; Solomon, 1990).”
Fairness, Feelings, and Ethical Decision- Making: Consequences of Violating Community Standards of Fairness (2007, background): “Recent research also finds that engaging in acts to punish perceived unfairness by a counterpart elicits pleasure among those exacting – and observing – this revenge (Tripp et al., 2002).”
The Benefits, Costs, and Paradox of Revenge (2010, background): “Others portray revenge as both rational and morally justifiable in the face of injustice (Cota-McKinley, Woody, & Bell, 2001; Tripp et al., 2002).”
Workplace victimization: aggression from the target's perspective. (2009, background): “An emerging empirical literature on revenge in organizations suggests that retaliatory aggression is considered by many people to be a morally legitimate response to being victimized (Tripp et al. 2002).”
Does Rudeness Really Matter?: The Effects of Rudeness on Task Performance and Helpfulness (2007, unknown): “Accordingly, Zillmann (1988) concluded that “hot emotions” may narrow attention and inhibit cognition.”
A Vigilante Model of Justice: Revenge, Reconciliation, Forgiveness, and Avoidance (2007, background): “First, the revenge must be proportionate ( Tripp et al., 2002 ).”
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, background): “30 or above with the Marlowe-Crowne scale, a threshold that researchers have generally regarded as being indicative of a substantial social desirability bias (Aquino et al., 1999; Mitchell and Ambrose, 2007; Tripp et al., 2002).”
A grotesque and dark beauty: How moral identity and mechanisms of moral disengagement influence cognitive and emotional reactions to war (2007, background): “For these reasons, people often accept taking revenge against transgressors as being justiWed and even morally “good” (Tripp et al., 2002).”
Leader toxicity: An empirical investigation of toxic behavior and rhetoric (2010, background): “Retaliatory behaviors can include sabotaging operations, providing inaccurate or misleading information, and withholding help when a coworker has asked for assistance (Aquino et al., 2001; Bies and Tripp, 1996; Tripp et al., 2002).”
Organizational justice: New insights from behavioural ethics (2013, background): “Other work has shown that individuals will act assertively to restore fairness, often engaging in retributive behaviour (e.g. Carlsmith and Darley, 2008; Jones, 2009; Tripp et al., 2002).”
When prey turns predatory: Workplace bullying as a predictor of counteraggression/bullying, coping, and well-being (2006, background): “Studies of workplace retaliation (Skarlicki & Folger, 1997 ) and revenge (Tripp & Bies, 1997 ; Tripp, Bies, & Aquino, 2002 ) have found that workers seek to somehow even the score in response to the poor treatment that they received (Bies & Tripp, 1996 ; Hoobler, 2003 ; Miller, 2001 ).”
Abusive supervision, intentions to quit, and employees' workplace deviance: A power/dependence analysis (2009, background): “Tripp et al. (2002) argue that failing to take revenge against a perpetrator may be viewed as aesthetically unappealing as taking revenge in an inappropriate fashion (e.g., performing retaliatory acts that are too severe or directed against innocent parties).”
The Negative Aspects of Social Exchange: An Introduction to Perceived Organizational Obstruction (2009, methodology): “…perspective is applied when studying negative behaviors in organizations, such as organizational retaliatory behaviors (Skarlicki & Folger, 2004; Tripp et al., 2002; Vardi & Weitz, 2004), and is used in conjunction with the negative norm of reciprocity (Cropanzano & Mitchell, 2005; Snape &…”