Personal reputation in organizations.

By Gerald R. Ferris, F. R. Blass, Ceasar Douglas, Robert W. Kolodinsky, Darren C. Treadway. 2003

174 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/08f876b30175cfe8dd3746fe16a1ae8b13849209

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Citations in the corpus

Personal reputation in organizations: Two-study constructive replication and extension of antecedents and consequences (2012, methodology): “…personal characteristics and accomplishments, including their human capital and social control and competency, which reflect certain observable qualities or attributes on which their personal reputations may be built (Ferris et al., 2003; Zinko et al., 2007; Zinko, Furner, Royle, & Hall, 2010).”
Perceptions of Employee Volunteering: Is It “Credited” or “Stigmatized” by Colleagues? (2016, background): “Although many global definitions of reputation are broad enough to encompass both positive and negative aspects, prior research has largely focused on the positive side of reputation (e.g., Ferris et al., 2003; Mishina, Block, & Mannor, 2012; Rindova, Williamson, Petkova, & Sever 2005).”
Relationships at Work: Toward a Multidimensional Conceptualization of Dyadic Work Relationships (2009, background): “Smith, Plowman, and Quinn (2008) reported qualitative results that provided support for political skill process dynamics articulated by Ferris et al. (2007). They found that managers conveyed political skill through affability and a sense of humility, and through creating accountability and the deve”
Political Skill and Work Outcomes: A Theoretical Extension, Meta-Analytic Investigation, and Agenda for the Future (2015, background): “We have already hypothesized that political skill is positively related to personal reputation (Ferris et al., 2003).”
Toward a Theory of Reputation in Organizations (2007, methodology): “, Monika Lewinski), but by established definition, this does not create a reputation, because the deviation from the norms is not consistently repeated (Kreps & Wilson, 1982; Ferris et al., 2003).”
Uneasy Lies the Head that Bears the Trust: The Effects of Feeling Trusted on Emotional Exhaustion (2014, background): “A positive reputation makes social exchanges more likely while also decreasing the transaction costs involved in those exchanges (Ferris et al., 2003; Granovetter, 1985; Tyler & Kramer, 1996).”
Enrolling Stakeholders under Conditions of Risk and Uncertainty (2016, background): “…(Klein et al., 2012; Meyer and Herscovitch, 2001), as well as the antecedents (Basu and Green, 1997; Becker, 1992; Cheng, Jiang, and Riley, 2003; Ferris et al., 2003; Guthrie and Hollensbe, 2004; Hollenbeck and Klein, 1987; Johnson, Chang, and Yang, 2010; Lok, Westwood, and Crawford, 2005;…”
The performance evaluation context: Social, emotional, cognitive, political, and relationship components (2008, background): “Furthermore, such collective perceptions allow for the accumulation of power, influence, autonomy, and latitude (Ferris et al., 2003), which all are factors that promote influence effectiveness.”