The Forgiving Organization: A Multilevel Model of Forgiveness at Work

By Ryan Fehr, Michele J. Gelfand. 2012

244 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/bcbd72d1988c6524bed5c1a740dc5a3cccc26e2f

How researchers see this paper

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

In Demography

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Effective Employee Engagement in the Workplace (2017, background): “Fehr and Gelfand (2012) implied an organization’s culture included its leader’s core values, beliefs, and observed norms.”
The Grateful Workplace: A Multilevel Model of Gratitude in Organizations (2017, result): “By highlighting the benefits of a set of coherent organizational practices, we also complement past research on positive organizing around such phenomena as compassion (Dutton, Worline, Frost, & Lilius, 2006) and forgiveness (Fehr & Gelfand, 2012).”
Examining workplace mindfulness and its relations to job performance and turnover intention (2014, background): “For example, research suggests that through practice or training individuals can learn to focus their attention more mindfully within a given performance context (Fehr and Gelfand, 2012; Hülsheger et al., 2013; Lee, 2012).”
Revisiting the Foundations of Organizational Distrust (2017, unknown): “For instance, the role of forgiveness has also been investigated by researchers in the field of relationship repair [Fehr and Gelfand, 2012; Govier, 1999; Worthington, 2006].”
Learning From Mistakes: How Mistake Tolerance Positively Affects Organizational Learning and Performance (2017, background): “Fehr and Gelfand (2012) contend that there is a difference between organizational forgiveness and psychological safety in terms of catalyzing behaviors—organizational forgiveness reactively focuses on responding to mistakes with benevolence, while psychological safety proactively promotes a climate…”
Leaders' responses to creative deviance: Differential effects on subsequent creative deviance and creative performance (2016, background): “Prior research has linked forgiveness to leaders who make a genuine effort to get to know, understand, and support others in the organization (Fehr & Gelfand, 2012; Karremans, Van Lange, & Holland, 2005), and attend to employee growth and well-being (Liden,Wayne, Zhao, & Henderson, 2008).”