Identity and Cooperative Behavior in Groups

By Tom Tyler, Steven L. Blader. 2001

393 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/4a224c6154e4e030ee289cd378e4e649bbebb3a3

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Citations in the corpus

Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions (2007, background): “1177/0165551506068174 138 of knowledge sharing behaviors [18, 24], while Tyler and Blader [25] have suggested that intrinsic motivators could be important determinants of knowledge worker behaviors.”
Explaining the Diversity of Motivations Behind Community Renewable Energy (2016, methodology): “Finally, social identification was measured by five items adapted from existing studies (Tyler and Blader, 2001; Stürmer and Kampmeier, 2003).”
The influence of organizational respect on emotional exhaustion in the human services (2008, background): “One way in which researchers have accounted for respect in a collective context is by defining the phenomenon as regard by one's social group, often communicated in the form of status within the group (De Cremer & Tyler, 2005 ; Smith & Tyler, 1997 ; Tyler, 1999 ; Tyler & Blader, 2001 ).”
Examining the Effects of Internal Communication and Emotional Culture on Employees’ Organizational Identification (2020, background): “Moreover, culture of pride influences various organizational outcomes, as evidenced by increased organizational identification (Todd & Harris, 2009), job satisfaction (Tyler & Blader, 2001), organizational commitment (Ellemers et al., 2011), and intention to stay (Kraemer & Gouthier, 2014).”
Perceived procedural justice and employee responses to an organizational merger (2004, methodology): “One answer to this question has been offered by the group value model (later renamed the group engagement model) of procedural justice developed by Tyler and his colleagues (Lind & Tyler, 1988; Tyler & Blader, 2000, 2001; Tyler et al., 1996; Tyler & Lind, 1992).”
Organizational identification, work engagement, and job satisfaction (2015, background): “…a range of work behaviors (van Dick, Hirst, Grojean, & Wieseke, 2007) including turnover (van Knippenberg, van Dick, & Tavares, 2005: Abrams, Ando, & Hinkle, 1998), commitment (Cole & Bruch, 2006), cooperation (Tyler & Blader, 2001), and resistance to change (van Dijk & van Dick, 2009).”
How, When, and Why Bad Apples Spoil the Barrel: Negative Group Members and Dysfunctional Groups (2006, background): “Contextual performance is accomplished through expressions of interpersonal respect and adherence to interpersonal norms (Tyler & Blader, 2001).”
Trust in the employer: the role of high-involvement work practices and procedural justice in European organizations (2011, background): “Tyler and Blader (2001) argue that procedural justice signals an employer’s care and respect for its employees because procedural justice involves a certain amount of equality in their treatment and conveys”
One of Us or One of My Friends: How Social Identity and Tie Strength Shape the Creative Generativity of Boundary-Spanning Ties (2014, background): “In organizational contexts, strong work team identity has indeed been associated with employee motivation, job involvement, and cooperative team-supporting behaviors (Riketta & van Dick, 2005; Tyler & Blader, 2001; van Knippenberg & van Schie, 2000).”