The effects of ethical climate on organizational identification, supervisory trust, and turnover among salespeople

By James Deconinck. 2011

254 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a728aace180e958376a419a2cf337352614b55c5

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

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Citations in the corpus

Context and social exchange: perceived ethical climate strengthens the relationships between perceived organizational support and organizational identification and commitment (2020, background): “…research on perceived ethical climate shows that it affects a range of outcomes that are cognitive and affective in nature (Simha & Cullen, 2012), including organizational identification, commitment, and job satisfaction (DeConinck, 2011; Martin & Cullen, 2006; Tsai & Huang, 2008), among others.”
Organizational ethical climates and employee's trust in colleagues, the supervisor, and the organization (2017, background): “For instance, Ruppel and Harrington (2000) focus on egoistic and benevolent OECs as predictors of trust in the organization, while the studies of DeConinck (2011) and Mulki et al. (2006) show that benevolent OEC is associated with trust in supervisors.”
Leveraging the employee voice: a multi-level social learning perspective of ethical leadership (2019, background): “…evidence supports the mediating role of psychological variables in linking the relationship between ethical leadership and voice behavior; examples include psychological ownership (e.g. Avey et al., 2012), LMX (Mahsud, Yukl, & Prussia, 2010), and organizational identification (DeConinck, 2011).”
The Impact of Paternalistic Leadership on Ethical Climate: The Moderating Role of Trust in Leader (2011, background): “The significance of trust in leaders has been explored extensively by researchers and trust is linked to a variety job antecedents and outcomes (DeConinck 2011).”
Influence of the ethical servant leader and ethical climate on customer value enhancing sales performance (2015, background): “…ethical conflict (Schwepker, Ferrell, and Ingram 1997), role ambiguity and role conflict (Jaramillo, Mulki, and Solomon 2006; Mulki, Jaramillo, and Locander 2008; Schwepker and Hartline 2005), and turnover (Cullen, Parboteeah, and Victor 2003; DeConinck 2011; Mulki, Jaramillo, and Locander 2008).”
Blind forces (2014, background): “, 1998) and identification with the organization (DeConinck, 2011; Mulki et al., 2006).”
Emotions and salesperson propensity to leave: The effects of emotional intelligence and resilience (2015, background): “, 2012), which suggests that the loss of a high performer would constitute a serious setback for any organization, but especially for a sales organization (DeConinck, 2011).”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “These items, in turn, are considered to be relevant inter alia to organizational identification (DeConinck, 2011), purchasing social responsibility (Blome & Paulraj, 2012), turnover intentions (Stewart, Volpone, Avery, & McKay, 2011), organizational citizenship behavior in general (Shin, 2012), and…”
The Mediating Effect of Ethical Climate on the Relationship Between Paternalistic Leadership and Team Identification: A Team-Level Analysis in the Chinese Context (2014, unknown): “Team Ethical Climate and Team Identification As a perception of employees in handling the moral dilemma, ethical climate affected the attitudes and behaviors of employees to a greater extent (Dickson et al. 2001; Cullen et al. 2003; Martin and Cullen 2006; DeConinck 2011).”
A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “Organisational factors Our remaining antecedent category captures organisational characteristics and reveals how a positive organisational climate, with ethical norms that are shared and respected among the organisational members, has a positive effect on trust (e.g. DeConinck, 2011).”