The Amplifying and Buffering Effects of Virtuousness in Downsized Organizations

By David S. Bright, Kim Cameron, A. Caza. 2006

252 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/9775938e5b781ed2518bb15f3a844e6bdf732d0b

How researchers see this paper

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

In Demography

1. Neuza Ribeiro
2. Travis P. Searle
3. Jane E. Dutton
4. J. Barbuto
5. Arménio Rego
6. Miguel Pina e Cunha
7. Kim Cameron
8. Abraham Carmeli

In Organizational Behavior and Human Resource Management

1. Abraham Carmeli
2. Neuza Ribeiro
3. Gretchen M. Spreitzer
4. Arménio Rego
5. Miguel Pina e Cunha
6. Jane E. Dutton
7. J. Stephens
8. Travis P. Searle

In Social Psychology

1. Neuza Ribeiro
2. Abraham Carmeli
3. Arménio Rego
4. Miguel Pina e Cunha
5. Gretchen M. Spreitzer
6. J. Stephens
7. Jane E. Dutton
8. Travis P. Searle

Citations in the corpus

• Servant Leadership, Hope, and Organizational Virtuousness: A Framework Exploring Positive Micro and Macro Behaviors and Performance Impact (2011, background): “Virtuousness extends beyond ethical or moral reasoning to excellence in character and moral judgment (Bright et al., 2006; Cameron & Caza, 2002).”
• Paradox in Positive Organizational Change (2008, background): “In organizations, a variety of empirical studies (Bright et al., 2006; K. S. Cameron, 2003; K. S. Cameron et al., 2004) found that the presence of virtuousness significantly predicted high levels of profitability, productivity, quality, innovation, customer loyalty, and employee retention.”
• Perceptions of Organizational Virtuousness and Happiness as Predictors of Organizational Citizenship Behaviors (2010, background): “For example, the exposure to virtuousness may help individuals to absorb misfortune, recover from trauma, and maintain momentum in difficult circumstances (as in the case of downsizing), allowing them and their organizations to overcome problems and difficulties, and to improve performance (Bright e”
• Motives and Performance Outcomes of Sustainable Supply Chain Management Practices: A Multi-theoretical Perspective (2017, background): “2004) Virtuous organizations strive to go beyond ‘‘do no harm’’ and pursue the highest aspirations for unconditional societal betterment (Bright et al. 2006).”
• Partial Least Squares Structural Equation Modeling (2021, unknown): “ةيميظنتلا ود ةيناسنلإا ةيصخشلا يف زيمتلا (Bright et al., 2006) .”
• Relationship Quality and Virtuousness (2013, background): “Second, resilience is necessary for phasic virtuousness, which occurs in direct response to an event or shock (Bright et al., 2006).”