The value of value congruence.

By J. Edwards, Daniel M. Cable. Journal of Applied Psychology, 2009

1,465 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8268b37ea4f34e0ee9fcb789bfb69913c72a43ba

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The Motivational Effects of Diminished Self-Esteem for Employees Who Experience Abusive Supervision (2017, background): “Creating façades may make employees appear more interpersonally desirable and trustworthy (Edwards & Cable, 2009), thereby improving the likelihood of forming social bonds, which would ultimately raise self-esteem.”
Does Seeing “Eye To Eye” Affect Work Engagement and Organizational Citizenship Behavior? A Role Theory Perspective on LMX Agreement (2014, methodology): “…block variable by multiplying the estimated polynomial regression coefficients with the raw data to obtain a weighted linear composite to estimate the path from the LMX polynomial terms to work engagement (Cole et al., 2013; Edwards & Cable, 2009; Lambert et al., 2012; Zhang et al., 2012).”
The Influence of Corporate Social Responsibility on Incumbent Employees: A Meta-Analytic Investigation of the Mediating and Moderating Mechanisms (2020, background): “…of organizational identification (Lee, Park, & Koo, 2015; Riketta, 2005) have shown its significant effects on employee attitudes and behaviors, such as job satisfaction, organizational commitment, OCB, and turnover intention (Edwards & Cable, 2009; Jones, 2010; Knippenberg & Schie, 2000).”
Ethical Leadership and Employee Moral Voice: The Mediating Role of Moral Efficacy and the Moderating Role of Leader–Follower Value Congruence (2015, background): “The term leader–follower value congruence is defined in this study as the perceived similarity between values held by a leader and a follower (Brown and Treviño 2009; Edwards and Cable 2009).”
Perceived Overqualification at Work: Implications for Extra-Role Behaviors and Advice Network Centrality (2018, background): “We expect that high levels of P-O fit would facilitate a shared understanding with and attraction to others (Edwards & Cable, 2009) and increase the motivation to utilize one’s surplus skills by benefiting other organizational members, resulting in a positive relation between perceived…”
Best-Practice Recommendations for Defining, Identifying, and Handling Outliers (2013, background): “Identifying potential error outliers involves using a variety of visual and quantitative techniques, which compensates for the relative weakness of each (Belsley, Kuh, & Welsh, 1980; Edwards & Cable, 2009).”
Person–Organization Fit and Turnover Intention: Exploring the Mediating Role of Employee Followership and Job Satisfaction Through Conservation of Resources Theory (2016, background): “Researchers of P-O fit theory posit that employees’ work attitudes and behaviors are shaped by how their personal goals and values align with those of their work environment (Edwards & Cable, 2009).”
At What Level (and in Whom) We Trust (2012, background): “For example, at the individual level, some definitions do not specify a referent even when trust is targeted to a leader (e.g., Simmons, Gooty, Nelson, & Little, 2009) or an organization (e.g., Edwards & Cable, 2009).”