Sabotage in the workplace: The role of organizational injustice

By Maureen L. Ambrose, Mark A. Seabright, Marshall Schminke. 2002

696 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/3db0b99d6b6990cdd37d01e8fa6100252b584422

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Christian Vandenberghe
2. Michael E. Brown
3. Linda Klebe Treviño
4. Kenneth J. Harris
5. Marie S. Mitchell
6. J. Camerman
7. Russell S. Cropanzano
8. M. Kaptein

In Sociology and Political Science

1. Stefan Thau
2. Christian Vandenberghe
3. Jesse S. Michel
4. Michael E. Brown
5. Marie S. Mitchell
6. J. Camerman
7. Russell S. Cropanzano
8. Linda Klebe Treviño

Citations in the corpus

• Psychological Contracts and Counterproductive Work Behaviors: Employee Responses to Transactional and Relational Breach (2010, background): “Martinko 2001; Judge et al. 2006) and contextual variables ( Ambrose et al. 2002; Robinson and O’Leary-Kelly 1998).”
• The Importance of Organizational Justice in Personnel Selection: Defining When Selection Fairness Really Matters (2004, background): “For example, Ambrose et al. (2002) found that organizational injustice was related to workplace sabotage.”
• Counterproductive work behavior as protest (2010, neutral): “, 2006), organizational ethics (Brown & Trevino, 2006), sabotage (Ambrose et al., 2002), citizenship behavior (Lee&Allen, 2002), counterproductiveworkplace behavior (Fox, Spector, &Miles, 2001), and incivility (Cortina, Magley, Williams, & Langhout, 2001) to name a few.”
• Be smart, play dumb? A transactional perspective on day-specific knowledge hiding, interpersonal conflict, and psychological strain (2021, background): “Indeed, experiencing negative treatment, conflicts, or interactional injustice (Ambrose et al., 2002) elicits global negative interpersonal responses including low general willingness to help coworkers (e.”
• Sense of community, sense of community responsibility, organizational commitment and identification, and public service motivation: a simultaneous test of affective states on employee well-being and engagement in a public service work context (2020, background): “Some of this effort was justified based on increasing appreciation of the organizational costs associated with employees who were not well or happy, and consequently engaged in absenteeism, shirking behaviour, and turnover (e.g. Ambrose, Seabright, and Schminke 2002; Mobley 1977).”