Behavioural Outcomes of Psychological Contract Breach in a Non-Western Culture: The Moderating Role of Equity Sensitivity
By S. Restubog, P. Bordia, R. Tang. 2007
180 citations recorded by the source corpus.
Subfields: Accounting, Organizational Behavior and Human Resource Management, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/e3560cd2f214ea8ff92907927af32ef82a4ac446
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In Accounting
In Organizational Behavior and Human Resource Management
- Richard A. Opland
- Jaclyn M. Jensen
- A. Ryan
- Alvina Gillani
- S. Kutaula
- P. Budhwar
- A. Som
- Anastasia A. Katou
In Sociology and Political Science
Citations in the corpus
- An analysis of employment relationships in Asia using psychological contract theory: A review and research agenda (2020, background): “Further, Restubog et al. (2010) posited that leader-member exchange decreases the”
- Psychological contract breach and counterproductive workplace behaviors: testing moderating effect of attribution style and power distance (2011, unknown): “With only rare exceptions (Restubog, Bordia and Tang 2007 ; Bordia, Restubog and Tang 2008 ), there is a paucity of studies that systematically examine the association between PCB and CWB as well as potential factors that might moderate the above relationship.”
- Reciprocal effects of psychological contract breach on counterproductive and organizational citizenship behaviors: The role of time (2018, unknown): “Bordia and colleagues (2008) and Restubog, Bordia, and Tang (2007) indeed found a positive relationship between PC breach and acts of workplace deviance.”
- Psychological Contracts and Counterproductive Work Behaviors: Employee Responses to Transactional and Relational Breach (2010, background): “Two previous studies on contract breach and CWB (Bordia et al. 2008; Restubog et al. 2007) have found contract breach to relate to both CWB-O and CWB-I.”
- Is coworker feedback more important than supervisor feedback for increasing innovative behavior? (2019, unknown): “…exchange theory, we argue that when feedback from co-workers and supervisors is not forthcoming, employees will perceive that the organization has not upheld its part of the psychological contract (Restubog et al., 2007), and will therefore be less likely to reciprocate with innovative behavior.”