Ethical Context, Organizational Commitment, and Person-Organization Fit
By S. Valentine, Lynn Godkin, M. Lucero. 2002
347 citations recorded by the source corpus.
Subfields: Information Systems and Management, Leadership and Management, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/e534ab2a6cfc07e998a8934e17ea8a6eb2fb4e3f
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In Information Systems and Management
In Leadership and Management
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Person–organization fit, OCB and performance appraisal: Evidence from matched supervisor–salesperson data set in a Spanish context☆ (2008, result): “…consistent with that found in previous research into the organizational (Brown & Peterson, 1993; Kristof-Brown et al., 2005; O'Reilly et al., 1991; Valentine et al., 2002) and selling (Netemeyer et al., 1997) contexts and confirms the importance of careful employee selection and socialization…”
- Values and person‐organization fit: Does moral intensity strengthen outcomes? (2011, background): “, 1997), and ethical perceptions of employee groups of CPAs (Elias, 2004) and salespersons (Valentine and Barnett, 2002) as well as perceptions of person-organization fit (Valentine et al., 2002).”
- Knowledge workers: what keeps them committed; what turns them away (2007, background): “…1984), higher job performance (Angle and Perry, 1981; Mowday et al., 1974; Steers, 1977), a willingness to accept change (Brewer and Hensher, 1998; Iverson, 1996), organizational citizen behaviour (Mathieu and Zajac, 1990; Schappe, 1998), and ethical corporate values (Valentine et al., 2002).”
- Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit (2020, result): “…in this study the aforementioned literature about the role of different types of value congruences was raised in this study (e.g. Liedtka, 1989; Valentine et al., 2002; Elango et al., 2010; Kristof-Brown et al., 2005) to posit that the overall P-O fit significantly influences organisational…”
- The Effects of Explicit and Implicit Ethics Institutionalization on Employee Life Satisfaction and Happiness: The Mediating Effects of Employee Experiences in Work Life and Moderating Effects of Work–Family Life Conflict (2018, background): “Second, implicit ethics institutionalization is likely to increase employees’ trust in the firm, caring social interactions, voluntary sharing of ethical values, and a sense of identification with the organization (Valentine and Fleischman 2008; Valentine et al. 2002).”