NOT ALL RESPONSES TO BREACH ARE THE SAME: THE INTERCONNECTION OF SOCIAL EXCHANGE AND PSYCHOLOGICAL CONTRACT PROCESSES IN ORGANIZATIONS

By Tanguy Dulac, Jacqueline A-M. Coyle-Shapiro, David J. Henderson, Sandy J. Wayne. 2008

594 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/062fd15c1bc7dee9995d51156f11f5a59cc16e16

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Psychological contract breaches and employee voice behaviour: The moderating effects of changes in social relationships (2014, background): “For example, some studies have found that employees react less strongly to PCBs when the quality of relationships with supervisors and coworkers is high (Dulac et al., 2008; Zagenczyk et al., 2009).”
The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2013, background): “The norm of reciprocity suggests that employees who perceive that their organisation provides them with a high level of support feel morally obliged to contribute to the organisation (Dulac et al. 2008).”
Understanding the changing nature of psychological contracts in 21st century organizations (2017, background): “…(Orvis, Dudley, & Cortina, 2008), organizational cynicism (Johnson & O’Leary-Kelly, 2003), and the content of the (transactional or relational) psychological contract breached (Zhao et al., 2007), which would seem to show that not all breaches and violations are created equal (Dulac et al., 2008).”
Making sense of psychological contract breach (2011, background): “For example, employee trust in the employer, the level of perceived organizational support (Dulac et al., 2008), and support from supervisors and mentors (Zagenczyk et al.”
The Effects of Leader–Member Exchange and Organizational Identification on Performance and Turnover Among Salespeople (2011, background): “…intentions, but these studies have excluded organizational commitment (e.g., Bauer et al. 2006; Harris, Harris, and Brouer 2009) or found that other variables mediate the relationship between LMX and turnover intentions or turnover (Ansari, Hung, and Aafaqi 2007; DeConinck 2009; Dulac et al. 2008).”
Antecedents of pro-environmental behaviours at work: The moderating influence of psychological contract breach (2014, background): “However, upon drawing from Gifford’s contentions and the findings of Dulac et al. (2008), it seems reasonable to assume that the combination of PC-Breach and POS may help employees to overcome their perception that prior promises have not been respected.”
Perceptions of and reactions to workplace bullying: A social exchange perspective (2010, background): “Similarly, Edwards et al. (2003) have argued that layoff notices to colleagues may be perceived as a contract breach by the surviving employees and thereby lead to downward adjustments in their attitudes and behaviours.”
Neutralizing workplace bullying: the buffering effects of contextual factors (2013, background): “Past research has found that POS moderates the effects of psychological aggression on emotional well-being, somatic health, and job-related affect (Schat and Kelloway, 2003), and that it buffers the effects of psychological contract breach on negative affective reactions (Dulac et al., 2008).”