Managing Group Behavior: The Interplay Between Procedural Justice, Sense of Self, and Cooperation

By David de Cremer, Tom Tyler. 2005

249 citations recorded by the source corpus.

Subfields: Safety Research, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/49d01653d6cc9ed46b593aa4b34af6e76771ff60

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Citations in the corpus

The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “…that low power individuals tend to justify the power dispersed system that they are part of, and as such do not necessarily rebel against it (De Cremer & Tyler, 2005; Jost & Banaji, 1994; Sidanius, 1993; Sidanius et al., 1991), this does not mean that low power individuals are unaware of or…”
Trust, confidence, and equity affect the legitimacy of natural resource governance (2016, background): “The link between justice and voluntary cooperation and compliance has been demonstrated in numerous studies and social dilemma experiments (De Cremer 2003, De Cremer and Tyler 2005).”
How the Grapevine Keeps You in Line (2011, background): “The impression that one makes in a certain social interaction can be communicated through gossip, thus possibly leading to exclusion from groups and reputation damage (see De Cremer & Sedikides, 2008; De Cremer & Tyler, 2005a, 2005b; Hardy & Van Vugt, 2006; Van Vugt & Hardy, 2010).”
Do servant-leaders help satisfy follower needs? An organizational justice perspective (2008, background): “De Cremer and Tyler (2005) also focus on the integration of justice and basic human needs.”
Public Participation and Institutional Fit: A Social–Psychological Perspective (2013, background): “In short, we believe the concept of institutional acceptance has great potential as an indicator of social fit but needs additional refinement to be fully incorporated in formal analyses.”
Direct contact and authoritarianism as moderators between extended contact and reduced prejudice (2011, background): “Trust building may be even more far-reaching because trust promotes cooperation across many forms of social interaction (Dawes, 1980; De Cremer & Tyler, 2005) and thus paves the way for a positive intergroup climate characterized by mutual cooperation.”
Leaning Out: How Negative Recruitment Experiences Shape Women’s Decisions to Compete for Executive Roles (2017, background): “Fair treatment, in turn, affects individuals’ behavior in the group, motivating them to cooperate and engage (De Cremer and Tyler, 2005).”
Process-based leadership: Fair procedures and reactions to organizational change ☆ (2005, background): “Indeed, prior research has convincingly shown that fair procedures significantly affect employees’ identity and self (see De Cremer & Tyler, 2005b, for an overview).”
The social identity theory of leadership: Theoretical origins, research findings, and conceptual developments (2012, background): “…enhanced identification is associated with greater conformity to norms and stronger ingroup favouritism (e.g., see Abrams & Hogg, 2010) and with fairer treatment of fellow ingroup members and more pronounced promotion of the group’s goals and welfare (De Cremer & Tyler, 2005; Tyler & Lind, 1992).”
Identity Negotiation at Work (2009, background): “…organizational commitment (e.g., Johnson & Chang, 2006), group performance and functioning (London, Polzer, & Omoregie, 2005), reactions to justice (e.g., De Cremer & Tyler, 2005; Wiesenfeld, Swann, Brockner, & Bartel, 2007), and changes in the nature of the workplace (e.g., Thatcher & Zhu, 2006).”