Violations of Principle: Ideological Currency in the Psychological Contract

By Jeffery A. Thompson, J. Stuart Bunderson. 2003

558 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/180543c1ba2854a7157208ee14a5bd634bcc63ff

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Citations in the corpus

Workplace spirituality and organizational commitment: an integrative model (2011, background): “Going a step further, Thompson and Bunderson (2003) theorized that there may be an ideological currency in the psychological contract.”
Neoliberal ideology in work and organizational psychology (2018, background): “This definition is strongly tied to the purpose and values of organizations (Bal & Vink, 2011; Thompson & Bunderson, 2003).”
Venturing for Others with Heart and Head: How Compassion Encourages Social Entrepreneurship (2012, background): “Compassion, as a prosocial motivator (Bierhoff, 2005), enhances dedication to a cause (Thompson & Bunderson, 2003) or moral principle (Shamir, 1990), commitment to the people who benefit from one's efforts (Grant, 2007), and willingness to continue in the face of negative feedback (Meglino &…”
Managing Joint Production Motivation: The Role of Goal Framing and Governance Mechanisms (2011, background): “However, what is most relevant in the context of joint production is that identification processes provide direct support for the normative goal frame by embedding common goals (Van Knippenberg, 2000) and providing links to values (Thompson & Bunderson, 2003).”
Do employees value strategic CSR? A tale of affective organizational commitment and its underlying mechanisms (2019, background): “…concerns into account, literature suggests that members may feel that their work goes beyond profit and contributes to a better world, thus providing a deeper meaning in what they do (Aguinis & Glavas, in press; Basu & Palazzo, 2008; Glavas & Kelley, 2014; Thompson & Bunderson, 2003).”
Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, background): “Scholars have long maintained that leaders play a critical role in managing the meaning that followers make of their work (Podolny, Khurana, & Hill-Popper, 2005; Pratt & Ashforth, 2003; Shamir et al., 1993; Smircich & Morgan, 1982; Thompson & Bunderson, 2003).”
Different or alike?: Exploring the psychological contract and commitment of different generations of hospitality workers (2012, background): “The psychological contract can therefore be considered an important antecedent for employee commitment and turnover intention, and ultimately turnover (Bal et al., 2008; Blau, 1964; Morrison and Robinson, 1997; Robinson and Rousseau, 1994; Thompson and Bunderson, 2003).”
Conceptualizing and Evaluating Career Success (2005, background): “It may also ultimately inform initiatives aimed at fostering ideologically based psychological contracts and organizational commitment, without incurring the strife associated with creating expectations that an organization is unwilling or unable to meet (Thompson & Bunderson, 2003).”
Designing jobs to do good: Dimensions and psychological consequences of prosocial job characteristics (2008, background): “…organizations and occupations have different goals directed at serving different categories and ranges of beneficiaries at different levels and frequencies (e.g., Blau & Scott, 1962; Thompson & Bunderson, 2003), which may create independent variance in opportunities for impact along each dimension.”
Untangling Employee Loyalty: A Psychological Contract Perspective (2007, background): “They likely consider employees naïve to the complexity of managing an ideologically driven organization (Thompson and Bunderson 2003).”
Effects of ideological and relational psychological contract breach and fulfilment on volunteers’ work effort (2014, background): “A recent addition to this typology is the ideological PC, defined as ‘‘credible commitments to pursue a valued cause or principle (not limited to self-interest) that are implicitly exchanged at the nexus of the individual-organization relationship’’ (Thompson & Bunderson, 2003, p. 574).”