Social comparison processes in organizations

By Jerald Greenberg, Claire E. Ashton-James, Neal M. Ashkanasy. 2007

485 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/e79d95f4b83b0667e78c5931723fe13e13061566

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Leader Ethical Decision-Making in Organizations: Strategies for Sensemaking (2012, background): “This process, however, is not isolated, but is influenced by one’s social environment (Greenberg et al. 2007; Gibbons 1990).”
Social comparison processes in an organizational context: New directions (2007, background): “For example, Greenberg, Ashton-James, and Ashkanasy (2007) explore new problem areas, such as leadership and stress, where social comparison can be applied.”
Is leadership a part of me? A leader identity approach to understanding the motivation to lead (2015, background): “…we contribute to general leadership research by presenting and testing a conceptual framework that explicates how socio-cognitive processes central to the self-concept relate to leadership (see calls for research by Buunk & Gibbons, 2007; Greenberg et al., 2007; van Knippenberg & Hogg, 2003).”
Motivation, pay satisfaction, and job satisfaction of front‐line employees (2011, background): “Employees often make equity judgments based on comparisons with others who may be co-workers, or based on other similarities, such as organizational status (Greenberg et al., 2007).”
It hurts both ways: How social comparisons harm affective and cognitive trust (2012, background): “In a 2006 survey, Hewitt Associates found that over 60% of organizations used a competitive reward system, and Greenberg, Ashton-James, and Ashkanasy (2007) argue that the use ‘‘of comparative social information in the workplace is, in some ways, an institutionalized process’’ (p. 36).”
Understanding the Disparate Behavioral Consequences of LMX Differentiation: The Role of Social Comparison Emotions (2018, background): “social environment (Greenberg et al., 2007), justice is particularly salient information because “a key function, perhaps the key function, of fairness is that it provides people with a way to cope with uncertainties that arise in their lives” (Lind & Van den Bos, 2002: 184).”
Organizational justice perceptions and pay level satisfaction (2011, background): “Based on his 1974 study, Goodman (1977) suggested that situational factors, like organizational level, might influence the availability of information; he believed that senior managers were more likely to have greater access to information on outsider referents due to their greater…”