BREACH AND FULFILLMENT OF THE PSYCHOLOGICAL CONTRACT: A COMPARISON OF TRADITIONAL AND EXPANDED VIEWS

By Lisa Schurer Lambert, J. Edwards, Daniel M. Cable. 2003

337 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/d717cdaa9d1275208db4fdf4963c27d09c8bfcda

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Implications of psychological contract breach: A perceived organizational support perspective (2011, background): “For example, it has been suggested that breach and contract fulfillment be framed “as the joint effects of delivered and promised inducements on outcomes” ( Lambert et al. , 2003”
Dead Or Alive? The Development, Trajectory And Future Of Technology Adoption Research (2007, neutral): “…predicting linear relationships, responding to Edward’s call for studies using polynomial response surface modeling (e.g., Edwards 1995), there have been models that have examined curvilinear relationships in the context of job satisfaction (e.g., Janssen 2001; Lambert, Edwards, and Cable 2003).”
Effects of ideological and relational psychological contract breach and fulfilment on volunteers’ work effort (2014, methodology): “An alternative approach, which is gaining attention in the PC literature (Lambert et al., 2003; Montes & Irving, 2008; Montes & Zweig, 2009), involves using polynomial regression analysis and response surface methodology (Edwards, 2002; Edwards & Parry, 1993).”
Balancing psychological contracts: Validation of a typology (2008, background): “There are other researchers, however, who have found few effects of psychological contract content (e.g., Lambert et al. 2003; Millward and Brewerton 1999).”
Balanced versus Unbalanced Psychological Contracts in Temporary and Permanent Employment: Associations with Employee Attitudes (2009, neutral): “Studies show fulﬁlment of a deal to relate more strongly and more consistently to employees’ attitudes than promises constituting the deal (Conway & Briner, 2005; Lambert et al., 2003).”
The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective (2018, methodology): “Moreover, when the perceived experiences of specific skill development exceed their expectations, employees feel overloaded (Lambert et al., 2003).”