APPLYING SELF-DETERMINATION THEORY TO ORGANIZATIONAL RESEARCH

By Kennon M. Sheldon, D. Turban, K. Brown, Murray R. Barrick, T. Judge. 2003

220 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/9fb146ae511a18ba91ed20f37438614661bd72e2

How researchers see this paper

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

In Applied Psychology

1. S. Aryee
2. Alice H. Y. Hon
3. John R. Deckop
4. C. L. Jurkiewicz
5. Chris W. L. Chu
6. Chung-an Chen
7. A. Evers
8. Christiane Spitzmüller

In Organizational Behavior and Human Resource Management

1. S. Aryee
2. Joseph A. Allen
3. W. Chan
4. G. J. Greguras
5. Chris W. L. Chu
6. J. Diefendorff
7. Benjamin E. Baran
8. Alice H. Y. Hon

In Social Psychology

1. S. Aryee
2. W. Chan
3. Joseph A. Allen
4. O. Eyal
5. G. J. Greguras
6. J. Diefendorff
7. Benjamin E. Baran
8. Alice H. Y. Hon

Citations in the corpus

• Different fits satisfy different needs: linking person-environment fit to employee commitment and performance using self-determination theory. (2009, background): “Extending SDT to an organizational context, it can be argued that factors that facilitate or thwart the satisfaction of one’s innate psychological needs impact employee intrinsic motivation, performance, job satisfaction, and other work-related criteria (Gagné & Deci, 2005; Sheldon et al., 2003).”
• Shouldering a silent burden: The toll of dirty tasks (2012, background): “Research in self-determination theory (Gagne and Deci, 2005; Sheldon et al., 2003) shows that people who subconsciously regulate their behavior or accept a goal feel psychologically bound to it via the internalization of externalized pressures, resulting in the experiences of guilt and shame if the…”
• The role of basic psychological needs satisfaction in the relationship between transformational leadership and innovative work behavior (2021, background): “up by an ample amount of empirical evidence (Sheldon et al., 2003), the investigation of mechanisms through which transformational leadership exerts its influence on such work outcomes is still evolving.”
• An investigation of the unique, synergistic and balanced relationships between basic psychological needs and intrinsic motivation (2013, unknown): “Wetestedwhetherbalancedneedsatisfactionalso influences intrinsic motivation, which has been associated with well-being in numerous studies (Sheldon et al., 2003).”
• Understanding Public and Nonprofit Managers' Motivation Through the Lens of Self-Determination Theory (2013, background): “Identified motivation resembles intrinsic motivation with respect to perceived autonomy as people falling into these two categories feel fully self-endorsing of the behaviour (Sheldon et al., 2003).”
• Transformational Leadership and Well-Being in Sports: The Mediating Role of Need Satisfaction (2014, background): “With the basic psychological needs theory—a mini-theory within self-determination theory (SDT) —Deci and Ryan (2000) argue that the nurturance and growth of the human psyche is dependent on the satisfaction of three universal psychological needs: autonomy, competence, and relatedness.”
• Shaping Environments Conductive to Creativity (2012, background): “Deci and Ryan’s (2000) self-determination theory has more fully explored the nature, causes, and outcomes of intrinsic motivation (Gagné and Deci 2005; Ryan and Deci 2000a; Sheldon et al. 2003).”
• Effects of materialism on work-related personal well-being (2010, background): “, 2003), and that work life has the potential to address these individual needs (Gagné and Deci, 2005; Sheldon et al., 2003).”
• Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values (2010, background): “…and because such an outcome is consistent with their identity and sense of self, high power values individuals should derive autonomous motivation in the form of ‘identified motivation’ (Sheldon et al., 2003) from the belief that challenging behaviors might help them achieve a valued end-state.”
• Principals' leadership and teachers' motivation: Self‐determination theory analysis (2011, background): “According to SDT, autonomous motivation for teaching, theoretically claimed to be associated with transformational leadership (Gagné and Deci, 2005; Sheldon et al., 2003), should be positively associated with feelings of personal accomplishment and negatively associated with feelings of burnout and ”