Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs.

By Marie S. Mitchell, Maureen L. Ambrose. Journal of Applied Psychology, 2007

1,496 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/6c146698dd52261bc000bd9e6d9ec332697b943f

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Citations in the corpus

Constructive Deviance in Organizations (2013, background): “Although a significant amount of research has argued that deviating from norms may be harmful (K. Lee & Allen, 2002; Mitchell & Ambrose, 2007; Robinson & Bennett, 1995), it can also be beneficial for the organization and can contribute significantly to organizational effectiveness (Galperin, 2003;…”
The Psychology of Middle Power: Vertical Code-Switching, Role Conflict, and Behavioral Inhibition (2017, background): “For example, past research has found that injustices and other frustrations— experiences that we propose low-power employees are disproportionately likely to have—are common causes of workplace deviance (Bennett & Robinson, 2003; Mitchell & Ambrose, 2007; Robinson & Greenberg, 1998).”
Abusive Supervision Through the Lens of Employee State Paranoia (2014, neutral): “…& Zivnuska, 2007) and organizational citizenship behavior (Zellars, Tepper, & Duffy, 2002), as well as increased counterproductive work behavior (Mitchell & Ambrose, 2007; Tepper, 2000, 2007; Tepper, Carr, Breaux, Geider, Hu, & Hua, 2009), resistance behavior (Tepper, Duffy, & Shaw, 2001), and…”
A meta-analysis of the relations between personality and workplace deviance: Big Five versus HEXACO (2019, background): “Workplace deviance can be caused by the organizational environment (e.g., by abusive supervision; Mitchell & Ambrose, 2007) and by stable individual differences (e.g., personality; Hastings & O'Neill, 2009).”
The Motivational Effects of Diminished Self-Esteem for Employees Who Experience Abusive Supervision (2017, methodology): “This is because researchers have found that victims of abusive supervision who direct deviance at their supervisor do so in outrage and as a form of retaliation (e.g., Mitchell & Ambrose, 2007; Tepper & Almeda, 2011).”
Does taking the good with the bad make things worse? How abusive supervision and leader–member exchange interact to impact need satisfaction and organizational deviance (2012, background): “Such behaviors are both more convenient and not directly targeting the supervisor, and hence are less likely to cause further harm to the subordinate (so long as they remain covert and indirect; Mitchell & Ambrose, 2007).”
A Meta-Analysis of Interpersonal and Organizational Workplace Deviance Research (2019, background): “Social psychological insights tend to focus on how justice perceptions (e.g., Holtz & Harold, 2013) and social exchange perceptions (e.g., Mitchell & Ambrose, 2007) explain why employees engage in workplace deviance.”
Workplace Bullying: Considering the Interaction Between Individual and Work Environment (2015, background): “Dyadic Level: The Interaction Between Target Characteristics and Perpetrator Moral Emotions Frustration–aggression–displacement theory helps provide a theoretical explanation for why some employees who experience one or more moral emotions may bully coworkers (Mitchell and Ambrose 2007).”