Cooperation in Groups: Procedural Justice, Social Identity, and Behavioral Engagement

By Tom Tyler, Steven L. Blader. 2000

1,340 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0deea6bf6c927b553cc58fef38c024763c63d3fe

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In Management Science and Operations Research

In Social Psychology

Citations in the corpus

Can performance appraisals motivate employees to improve performance? A Mexican study (2012, background): “Tyler and Blader 2000 ), when performance appraisals are more accurate, employees may perceive that the appraisers have treated them fairly in their interactions (Roberson and Stewart 2006 ).”
Self-uncertainty and responsiveness to procedural justice (2005, background): “That is, it allows one to infer whether one is respected, accepted, and in good organizational standing (Cropanzano, Byrne, Bobocel, & Rupp, 2001; De Cremer, 2002; Tyler & Blader, 2000).”
How does school climate impact academic achievement? An examination of social identity processes (2017, background): “Identification can also be enhanced through the use of a process where student groups, along with other sub-groups within the school, feel they have a voice and their views are valued and respected (Haslam, Eggins, & Reynolds, 2003; Tyler & Blader, 2000).”
The Influence of Perceptions of Fairness on Performance Appraisal Reactions (2007, background): “Some researchers who adhere to the relational model of justice treat interactional justice as a component of procedural justice ( Tyler and Blader 2000; Tyler and Lind 1992).”
Social Identity and Negotiation: Subgroup Representation and Superordinate Consensus (2002, positive): “Such an assumption can be seen to underlie recent work in which researchers have applied a social identity analysis to the study of perceptions of procedural justice and fairness (see, e.g., Tyler & Blader, 2000; Tyler, Degoey, & Smith, 1996).”
Abusive supervision climate: : A multiple-mediation model of its impact on group outcomes (2014, background): “…climate may influence outcomes via interpersonal teamwork processes reflected in group identity because abuse signals that the group and its members are not valued (Tyler & Blader, 2000), and because it signals that rude and disrespectful treatment is appropriate for interpersonal interactions.”
Your Place or Mine? Organizational Identification and Comfort as Mediators of Relationships Between the Managerial Control of Workspace and Employees' Satisfaction and Well-being (2010, background): “In both disciplines a massive literature suggests that productivity and well-being can be enhanced by including employees in decision-making processes and giving them a sense of ownership and voice in the workplace (e.g. Eggins, Haslam and Reynolds, 2002; Ellemers et al., 1998; Haslam, Eggins and Re”
Defining Respectful Leadership: What It Is, How It Can Be Measured, and Another Glimpse at What It Is Related to (2009, background): “Overall, many of these positive effects can be argued to be traced back to a sense of heightened self-worth that seems to be embedded in the commutation of respect (De Cremer & Tyler, 2005; Smith, Tyler, Huo, Ortiz, & Lind, 1998; Tyler & Blader, 2000).”
Identification in Organizations: An Examination of Four Fundamental Questions (2008, background): “…group dynamics, from conformity to group norms to striving to view the ambiguous actions of group members in a positive light, and from the development of trust to evincing more concern for interpersonal treatment (e.g., Ellemers & Rink, 2005; Kramer, Hanna, Su, & Wei, 2001; Tyler & Blader, 2000).”
For Members Only (2014, background): “In social exchanges, individuals typically expect cooperation and fair treatment from others (Fehr & Fischbacher, 2004; Tyler & Blader, 2000).”
The ASPIRe model: Actualizing Social and Personal Identity Resources to enhance organizational outcomes. (2003, background): “…Gilder, 1999; van Knippenberg, 2000), (c) willingness to contribute to collective goals (Ellemers, de Gilder, & van den Heuvel, 1998; Tyler, 1999; Tyler & Blader, 2000), (d) collective action (Kelly & Kelly, 1994; Veenstra & Haslam, 2000), and (e) group productivity (James & Greenberg, 1989;…”