An employee-centered model of organizational justice and social responsibility:

By D. Rupp. 2011

284 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/e450cd50cb37db508d498f26daf2fcdb80d2772b

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Corporate social responsibility and bank financial performance in China: The moderating role of green credit (2021, unknown): “Rupp(2011) and other researchers also usethis de ﬁ nition.”
Management commitment to the ecological environment and employees: Implications for employee attitudes and citizenship behaviors (2015, background): “In recent years, CSR scholars have begun explaining employee reactions by likening CSR to justice events targeting outsiders (e.g. Rupp, 2011).”
Corporate Social Responsibility, Ethical Leadership, and Trust Propensity: A Multi-Experience Model of Perceived Ethical Climate (2015, methodology): “Thus, whereas trust is a key attribute determining employee perceptions top management ethicality (Brown et al. 2005; Rupp 2011), the effects of CSR perceptions on perceptions of ethical leadership are dependent on what employees infer about top management's motivation for investing in CSR.…”
It’s About Time: New Perspectives and Insights on Time Management (2017, methodology): “We adopt a personcentered perspective in which we conceptualize individuals as proactive and intentional agents (Aguinis &Glavas, in press; Rupp, 2011).”
The Effects of Perceived Corporate Social Responsibility on Employee Attitudes (2014, background): “Specifically, Rupp, Ganapathi, Aguilera, and Williams (2006) and Rupp (2011) posit that the traditional focus of organizational justice be expanded to also include an individual’s perception of how others are treated.”
Corporate social responsibility and employee engagement: The moderating role of CSR‐specific relative autonomy and individualism (2018, methodology): “Drawing from the deontic perspective of organizational justice (Cropanzano, Rupp, Mohler, & Schminke, 2001), for example, it has been argued that employees can derive meaning from the CSR initiatives they observe being carried out by their employer (Rupp, 2011).”
The psychological microfoundations of corporate social responsibility: A person-centric systematic review (2017, background): “A second stream of research builds on the multiple needs model of organizational justice (Cropanzano et al., 2001) and argues that employees’ concerns for CSR reflect their more general justice perceptions (Rupp, 2011; Rupp et al., 2006).”
Employee Justice Across Cultures (2013, background): “First, recent theoretical advances suggest that although outcomes, procedures, and interpersonal treatment are highly relevant at the event level of analysis (for a review, see Guo, Rupp, Weiss, & Trougakos, 2011), when employees are asked to make more general fairness evaluations, they tend to retr”
Abusive Supervision: A Meta-Analysis and Empirical Review (2017, background): “These perceptions have wide-reaching implications for employees’ attitudes and behaviors (Rupp, 2011).”
How perceptions of fairness can change (2013, background): “Scholars have called for more dynamic conceptualizations of workplace phenomena (Pitariu & Ployhart, 2010), including organizational justice (e.g., Rupp, 2011; Shapiro, 2010), because understanding temporal dynamics is critical for developing useful theory (George & Jones, 2000).”
How Do Employees Perceive Corporate Responsibility? Development and Validation of a Multidimensional Corporate Stakeholder Responsibility Scale (2018, background): “Although this view offers a plausible structure for how employees perceive the treatment of individuals or groups by corporations, it cannot capture the distinctive nature of CSR perceptions compared with perceptions of organizational justice, in that it tends to merge both constructs (Rupp, 2011).”
On Corporate Social Responsibility, Sensemaking, and the Search for Meaningfulness Through Work (2019, methodology): “To minimize confusion, we define CSR explicitly following Aguinis (2011) and also as adopted by others (e.g., Bauman & Skitka, 2012; El Akremi, Gond, Swaen, De Roeck, & Igalens, 2018; Rupp, 2011; Rupp, Williams, & Aguilera, 2011): “context-specific organizational actions and policies that take into ”