Getting to the “COR”

By Jonathon R. B. Halbesleben, Jean-Pierre Neveu, Samantha C. Paustian‐Underdahl, M. Westman. 2014

2,680 citations recorded by the source corpus.

Subfields: Applied Psychology, General Decision Sciences, Safety Research

View Paper: https://www.semanticscholar.org/paper/5a93a465556f1dcab1e40c09be46f27b5e0b8452

How researchers see this paper

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

In Applied Psychology

1. Claire S. Johnston
2. J. B. Rodell
3. N. Takeuchi
4. Dong-Beom Ju
5. Jean-Pierre Neveu
6. L. Steed
7. Mingpeng Huang
8. M. Westman

In General Decision Sciences

1. Russell E. Johnson
2. D. Zohar
3. Stevan E. Hobfoll
4. Roy Thurik
5. J. Colquitt
6. Nicky Dries

In Safety Research

1. A. Hirschi
2. Claire S. Johnston
3. Daniel Spurk
4. S. Restubog
5. F. Baumeler
6. Noémi Nagy
7. N. Takeuchi
8. Chris W. L. Chu

Citations in the corpus

• Effects of tourism CSR on employee psychological capital in the COVID-19 crisis: from the perspective of conservation of resources theory (2020, background): “According to CoR, people tend to work hard to obtain and maintain valuable psychological resources, and to reduce or avoid loss of the same (Halbesleben et al., 2014).”
• Knowledge Sharing, Abusive Supervision, and Support (2015, methodology): “Applying COR theory to our study, abused employees who experience reduced resources are more likely to perceive organizational support as a resource (Halbesleben et al., 2014).”
• Effects of Resource Availability on Social Exchange Relationships: The Case of Employee Psychological Contract Obligations (2017, background): “Personal resources, such as conscientiousness, act as meta-resources (Halbesleben et al., 2009) or key resources (ten Brummelhuis & Bakker, 2012; Halbesleben et al., 2014), in that they enable efficient use of other resources and better problem-solving and coping skills.”
• Leadership behavior and employee well-being: An integrated review and a future research agenda (2018, background): “As one of its key principles, COR theory (Hobfoll, 1985) posits “the idea that it is psychologically more harmful for individuals to lose resources than it is helpful for them to gain the resources that they lost” (Halbesleben et al., 2014, p. 2).”
• How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, positive): “Following the gain spiral principle from COR theory (Halbesleben et al., 2014; Hobfoll, 2001b), employees who perceive that the organization provides them with ample high-commitment HRM resources are more motivated to take risks for increased job resource gains through job crafting.”