Abusive supervision and subordinate supervisor‐directed deviance: The moderating role of traditional values and the mediating role of revenge cognitions

By Jun Liu, H. Kwan, Long-Zeng Wu, Weiku Wu. 2010

186 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b7f8623e639a181aba91fed87775080c986f0a74

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The Short-lived Benefits of Abusive Supervisory Behavior for Actors: An Investigation of Recovery and Work Engagement (2017, background): “, distrust will increase) and they may even experience retaliation from subordinates (Lian et al., 2012; Liu et al., 2010).”
The Effect of Workplace Negative Gossip on Employee Proactive Behavior in China: The Moderating Role of Traditionality (2015, background): “Our finding may challenge past wisdom that traditional values alleviates the negative effect of mistreatment (Liu et al. 2010, 2014).”
Abusive Supervision and Employee Deviance: A Multifoci Justice Perspective (2017, unknown): “Indeed, previous studies generally have shown that abusive supervision is more strongly related to subordinate deviant reactions in lower-power-distance countries, such as the USA (e.g., Mitchell and Ambrose 2007; Tepper 2000), compared to higher-power-distance countries, such as South Korea and Chi”
How and When Compulsory Citizenship Behavior Leads to Employee Silence: A Moderated Mediation Model Based on Moral Disengagement and Supervisor–Subordinate Guanxi Views (2017, methodology): “In particular, they are key factors in differentiating individual appraisals of and reactions to work stressors (Xie et al. 2008) and thus provide a basis for interpreting when and why an employee’s revenge cognition is more or less likely to occur under work stress (Liu et al. 2010).”
Abusive supervision and frontline employees' service performance (2012, background): “Although abusive supervision is a low base-rate phenomenon, there is increasing evidence that it has significant effects on the work outcomes of employees, such as creating interpersonal deviance (Liu, Kwan, Wu, & Wu, 2010 ) and lower job performance (Harris, Kacmar, & Zivnuska, 2007 ) (for a revi”
Abusive supervision and retaliation: A self-control framework (2014, background): “Factors that influence the urge to retaliate have also been examined, such as the belief that people should retaliate against those who harm them (Mitchell & Ambrose, 2007) or that supervisory abuse is normative (Liu et al., 2010).”
High Core Self-Evaluators Maintain Creativity (2014, methodology): “Organizations should reduce their tolerance of abusive behavior and attempt to offer abuse-prevention training for supervisors (J. Liu et al., 2010).”