Driven to Drink: Managerial Control, Work-Related Risk Factors, and Employee Problem Drinking

By Samuel B. Bacharach, Peter A. Bamberger, W. J. Sonnenstuhl. 2002

183 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/772ee42852d199a796e49d545b30aacb60f0a25e

How researchers see this paper

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

In General Health Professions

1. M. Kaptein
2. Michal Biron
3. Peter A. Bamberger
4. Ernest H. O’Boyle
5. D. Forsyth
6. Samuel B. Bacharach

In Organizational Behavior and Human Resource Management

1. M. Kaptein
2. Michal Biron
3. Peter A. Bamberger
4. Samuel B. Bacharach
5. Casey J. Bowyer
6. Ernest H. O’Boyle
7. S. J. Roberts
8. Allison S. O'Boyle

In Sociology and Political Science

1. M. Kaptein
2. Michal Biron
3. Peter A. Bamberger
4. Samuel B. Bacharach
5. Casey J. Bowyer
6. Ernest H. O’Boyle
7. S. J. Roberts
8. Allison S. O'Boyle

Citations in the corpus

• Understanding unethical behavior by unraveling ethical culture (2011, background): “This corresponds with rational-bureaucratic control theory, which is grounded in the assumption that managers and employees behave unethically because they lack a clear understanding of what is expected of them (Bacharach et al., 2002).”
• Bad Apples or Bad Barrels: An Examination of Group- and Organizational-Level Effects in the Study of Counterproductive Work Behavior (2011, background): “Bacharach et al. (2002) examined the relationship between a substantial number of predictors of drinking, including sense of autonomy at work, estrangement, supervisor’s ability, degree of supervision, stress (due primarily to role conflict), sex, age, and seniority.”
• The Effectiveness of Ethics Programs: The Role of Scope, Composition, and Sequence (2015, methodology): “According to the CEV model, employees can behave unethically due to the lack of a clear normative framework in the organization; they lack understanding of what is expected of them (Bacharach et al. 2002), or what is permitted and prohibited is shrouded in vagueness and ambiguity for them (Bird and ”
• Negative reciprocity and the association between perceived organizational ethical values and organizational deviance (2010, background): “In particular, research has established that individual behavior is strongly associated with the organization’s perceived ethical values – or employee perceptions of what modes of conduct are ethically preferable (Alvesson, 1993; Bacharach et al., 2002).”
• Abusive supervision and subordinate problem drinking: Taking resistance, stress and subordinate personality into account (2006, background): “As has been reported in other studies (Bacharach et al., 2002), scores on problem drinking were skewed to the left.”
• Job Stress and Incivility (2011, result): “A plausible explanation for the PsyCap–CWB relationship is that employees who possess PsyCap are better able to cope with the constraints and stressors that lead to CWBs. Specifically, employees high in PsyCap are more hopeful about negative situations, optimistic that things will improve, efficacio”
• Daily customer mistreatment and employee sabotage against customers: Examining emotion and resource perspectives. (2011, unknown): “by customers (Bacharach et al., 2002).”