The Interactive Effects of Perceived External Prestige and Need for Organizational Identification on Turnover Intentions.
By Karim Mignonac, Olivier Herrbach, Sylvie Guerrero. 2006
119 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/db67dbb713c1934d33e985c08dac4b76ce1578bf
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In Organizational Behavior and Human Resource Management
In Social Psychology
In Strategy and Management
Citations in the corpus
- The effects of perceived external prestige, ethical organizational climate, and leader‐member exchange (LMX) quality on employees' commitments and their subsequent attitudes (2011, background): “Regardless of whether the opinion is accurate, such internal employees’ own assessments can influence how they interact with the organization (Clardy, 2005; Mignonac et al., 2006).”
- Linking corporate social responsibility to corporate reputation: A study on understanding behavioral consequences (2012, background): “Similarly, employees that are affiliated with more prestigious firms feel more committed to their firms (Cable and Turban, 2003; Helm, 2007) and do not consider leaving these companies since withdrawal from reputable firms would deteriorate their self-images (Mignonac et al., 2006).”
- The effects of the perceived external prestige of the organization on employee deviant workplace behavior: The mediating role of job satisfaction (2016, background): “Such positive perceptions create understanding of and tolerance for whatever organizational adversity may occur (Mignonac et al., 2006).”