The Moderating Effects of Justice on the Relationship Between Organizational Politics and Workplace Attitudes

By Kenneth J. Harris, Martha C. Andrews, K. Kacmar. 2007

129 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/52f140ca97074e1493484d4cd2627cb308bb2a99

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. Lily Chernyak‐Hai
2. Aharon Tziner
3. E. Vigoda-Gadot
4. Ilan Talmud

In Public Administration

1. Lily Chernyak‐Hai
2. E. Vigoda-Gadot
3. Ilan Talmud
4. Aharon Tziner

In Sociology and Political Science

1. Lily Chernyak‐Hai
2. E. Vigoda-Gadot
3. Ilan Talmud
4. Aharon Tziner

Citations in the corpus

• Organizational Politics and Job Outcomes: The Moderating Effect of Trust and Social Support (2010, background): “…are much in line with some theoretical notions that were suggested by Ferris et al. (2002) and with several other studies emphasizing the indirect nature of the POPS–outcomes relationship (e.g., Byrne, 2005; Harris et al., 2007; Hochwarter et al., 2003; Poon, 2004, 2006; Zivnuska et al., 2004).”
• Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, result): “Consonant with past research (Biron, 2010; Cohen-Charash, & Spector, 2001; Colquitt et al., 2001; Harris et al., 2007; Mayer et al., 2010; Peterson, 2002; Roch & Shanock, 2006; Vardi, 2001), the results of the two studies pointed to negative relationships between perceived organizational justice and”