Identity threat and antisocial behavior in organizations: The moderating effects of individual differences, aggressive modeling, and hierarchical status

By Karl Aquino, Scott C. Douglas. 2003

392 citations recorded by the source corpus.

Subfields: Clinical Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7fc26ac1e13fdd884023681167ddb48b054f5cce

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Citations in the corpus

Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda (2007, background): “…a powerful role in the occurrence of aggressive organizational behavior—people behave more aggressively when their coworkers behave aggressively (Aquino & Douglas, 2003; Glomb & Liao, 2003), presumably because when referent others perform aggressive behaviors, doing so becomes normative and…”
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, methodology): “Controls We controlled for the confounding influence of two demographic variables, age and sex, as previous research has suggested that deviant behaviors are related to age (Aquino and Douglas, 2003; Berry et al., 2007) and sex (Berry et al., 2007; Hershcovis et al., 2007).”
Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. (2007, methodology): “…demonstrates that individuals retaliate against perceived injustices (Greenberg & Alge, 1998; Skarlicki & Folger, 1997; Skarlicki, Folger, & Tesluk, 1999), threats to identity (Aquino & Douglas, 2003), violations of trust (Bies & Tripp, 1996), and personal offense (Aquino, Tripp, & Bies, 2001).”
The Motivational Effects of Diminished Self-Esteem for Employees Who Experience Abusive Supervision (2017, background): “Previous research has found that minority status is associated with an increased likelihood of engaging in façade (Hewlin, 2009) and deviance (Aquino & Douglas, 2003).”
Leader power and leader self-serving behavior: The role of effective leadership beliefs and performance information (2010, positive): “While there is evidence that self-reports of undesirable behavior can be as accurate as more objective measures (cf. Aquino & Douglas, 2003; Hindelang, Hirschi, & Weiss, 1979), the key point here is that Studies 1 and 2 replicate the findings of Study 3 in ways that cannot be attributed to…”
Getting even or moving on? Power, procedural justice, and types of offense as predictors of revenge, forgiveness, reconciliation, and avoidance in organizations. (2006, background): “Because maintaining a positive selfconcept is among the most powerful of all human motives, identity-threatening acts often prompt an aggressive response against their perceived source (Aquino & Douglas, 2003; Baumeister, Smart, & Boden, 1996).”
How Abusive Supervision Affects Workplace Deviance: A Moderated-Mediation Examination of Aggressiveness and Work-Related Negative Affect (2016, background): “norms (Aquino and Douglas 2003; Glomb and Liao 2003; Tepper 2007).”
Organizational Supports and Organizational Deviance: The Mediating Role of Organization-Based Self-Esteem (2009, methodology): “Yet self-reports are arguably the most appropriate method for assessing organizational deviance (Aquino & Douglas, 2003), and a recent meta-analysis examining the effect of using self- and other-reports of deviant behavior found that the inclusion or exclusion of non-self-report data did not…”
Interpersonal Injustice and Workplace Deviance (2012, background): “…researchers have noted that esteem threats and concomitant decreased self-esteem levels may play an important role in predicting deviant behavior (e.g., Aquino & Douglas, 2003; Baumeister, Heatherton, & Tice, 1993; Bobocel & Zdaniuk, 2010; Leary et al., 2006; Miller, 2001; Thau et al., 2007).”