Structural and Individual Determinants of Workplace Victimization: The Effects of Hierarchical Status and Conflict Management Style

By Karl Aquino. 2000

269 citations recorded by the source corpus.

Subfields: Health, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/5e3db2fbf0d7d00f61710e404c60b5b8a2b6ad95

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Citations in the corpus

Does it take two to Tangle? Subordinates’ Perceptions of and Reactions to Abusive Supervision (2015, background): “, Aquino 2000; Aquino and Lamertz 2004; Curtis 1974; Elias 1986), we focus on subordinates’ personality traits (i.e., neuroticism and conscientiousness) and task performance to examine the extent to which these factors may give rise to perceptions of abusive supervision. Recently, based on a sample ”
Sexual Harassment at Work: A Decade (Plus) of Progress (2009, background): “WPA research also has examined factors associated with victimization (Aquino, 2000).”
Bullying in the 21st Century Global Organization: An Ethical Perspective (2009, background): “These individuals can appear to be passive and not well connected in the organization or not a part of an existing in-group (Aquino, 2000; Aquino et al., 1999).”
Witnessing wrongdoing: the effects of observer power on incivility intervention in the workplace (2017, background): “Organizational life is defined by power relationships (e.g., Aquino, 2000; Pitesa & Thau, 2013; Russell, 1938), and observers may vary in their power relative to the perpetrator of incivility.”
Effects of conflict management strategies on perceptions of intragroup conflict. (2007, background): “Compromising is a popular style because it appeals to norms of fairness (Aquino, 2000) but this finding leaves open the possibility that it might not be as effective as collaborating in actually resolving differences.”
Ex-Offenders Need Not Apply (2005, background): “Studies exploring the etiology of aggression by coworkers fault management conflict style and ineffective disciplinary practices (Aquino, 2000; Braverman, 2002).”
Organisational responses to workplace harassment (2008, background): “In addition, focusing too much on a reconciliatory or ‘soft’ approach may even be risky, as the victim may be perceived as an ‘easy target’ of exploitation or mistreatment (Aquino, 2000).”
From Ineffectiveness to Destruction: A Qualitative Study on the Meaning of Negative Leadership (2009, background): “They found that supervisors who are exposed to procedural injustice in their organization are more likely to experience depression and behave abusively towards those followers who are perceived to be vulnerable and/or provocative (i.e. persons with high negative affectivity; Aquino, 2000).”
A Bully as an Archetypal Destructive Leader (2007, background): “Almost anyone can become the victim of bullying, yet there is a widely held belief that individuals with specific characteristics are primary targets for bullying activities (Aquino, 2000; Aquino & Byron, 2002; Felson & Steadman, 1983; Olweus, 1978; Schwartz et al., 1993; R. Sparks et al., 1977).”
Workplace victimization: aggression from the target's perspective. (2009, background): “Employees occupying lower positions in the organization’s formal hierarchy have been shown in several studies to report higher levels of victimization (Aquino 2000, Aquino et al. 2004, Bjorkqvist et al. 1994, Hoel et al. 2001, Keashly et al. 1994, Salin 2001).”