The Role of Instrumental and Expressive Social Ties in Employees' Perceptions of Organizational Justice

By Elizabeth E. Umphress, Giuseppe Labianca, Daniel J. Brass, E. Kass, L. Scholten. Organ. Sci., 2003

335 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/9e6896d5990f7a44b71d476bedb90fd814b67ff3

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Does enterprise social media use promote employee creativity and well-being? (2021, background): “On the one hand, scholars suggest that ESM use at the workplace is associated with two types of networking ties, namely, peer ties (for discussing work-related matters) and friendship ties (for discussing non-work-related matters) (Umphress et al., 2003; Leonardi, 2015).”
To act out, to withdraw, or to constructively resist? Employee reactions to supervisor abuse of customers and the moderating role of employee moral identity (2013, background): “Although organizational justice scholars have examined a number of studies on third-party mistreatment (Ambrose and Kulik, 1989; Ambrose et al., 1991; Colquitt, 2004; De Cremer and Van Hiel, 2006; Degoey, 2000; Duffy et al., 2006; Jones and Skarlicki, 2005; Lamertz, 2002; Lind et al., 1998; Skarlick”
Predicting employee reactions to perceived organizational wrongdoing: Demoralization, justice, proactive personality, and whistle-blowing (2012, background): “Based in part on social information processing theory (Salancik and Pfeffer, 1978), research shows that social ties at work can influence justice perceptions and other key variables (e.g. Umphress et al., 2003).”
To leave or not to leave: When receiving interpersonal citizenship behavior influences an employee’s turnover intention (2013, positive): “As in other social network research (e.g. Umphress et al., 2003; Venkataramani et al., 2010; Zagenczyk et al., 2010), we employed a single item to measure this variable.”
The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field (2009, background): “The prevailing perceptions that make up an ethical climate do not develop in isolation; rather, they develop through interactions between the manager and direct reports and between direct reports (Grojean et al., 2004; Treviño, 1990; Umphress et al., 2003; Victor and Cullen, 1988).”
A Multi-Level Analysis of Organizational Justice Climate, Structure, and Employee Mental Health† (2007, background): “…social construction of justice has received significant attention in the management literature (e.g., Greenberg, 2006; Kulik & Ambrose, 1992; Shah, 1998, 2000; Umphress et al., 2003), with a consistent conclusion that social interactions influence individual perceptions of organizational justice.”