Emotional and behavioral reactions to social undermining: A closer look at perceived offender motives

By C. Crossley. 2009

153 citations recorded by the source corpus.

Subfields: Clinical Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/889b9203d1ea45a6c76e585556da2f2eb6442cbc

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In Clinical Psychology

In Social Psychology

Citations in the corpus

A Social Context Model of Envy and Social Undermining (2012, background): “Individuals are often motivated to reduce envy and to thereby reduce “the envious [employee]’s frustration with feeling inferior” to others (Cohen-Charash & Mueller, 2007: 5; see also Crossley, 2009; Dunn & Schweitzer, 2006).”
Interpersonal Injustice and Workplace Deviance (2012, background): “, 2007); as a result, victims may attribute blame toward the source of the esteem threat and desire revenge or retaliation for subjecting the victim to an aversive state of decreased self-esteem (Crocker & Park, 2004; Crossley, 2009; Douglas, Kiewitz, Martinko, Harvey, Kim, & Chun, 2008; Tripp et al”
A comprehensive model of customer direct and indirect revenge: understanding the effects of perceived greed and customer power (2010, background): “, profit) in a way that is detrimental to the customer (Crossley 2009).”
Chain liability in multitier supply chains? Responsibility attributions for unsustainable supplier behavior (2014, methodology): “” Three items appeared in the anger measure (Crossley, 2009).”
How coworkers attribute, react to, and shape job crafting (2019, background): “, 2010) and negative events (e.g., an offense; Crossley, 2009) evoke attributional reasoning, although negative events are more powerful triggers of attributions because they alert the individual that change is needed (Baumeister, Bratslavsky, Finkenauer, & Vohs, 2001; Weiner, 1985).”
Customer forgiveness following service failures (2016, background): “For example, a customer’s reparation seeking behaviors can lead to forgiveness by reducing the injustice gap [34–39], helping overcome ingroup/out-group barriers that sometimes exist among disputing parties [40,41], and ruling out worst-case (sinister) attributions about the other firm’s motives [1 ”