A Model of Third Parties' Morally Motivated Responses to Mistreatment in Organizations

By Jane O'Reilly, Karl Aquino. 2011

198 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Information Systems and Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/ea5ba65f3ad8fad3a6d79ab9d58a83a8deea1c7a

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Citations in the corpus

Workplace Bullying: Considering the Interaction Between Individual and Work Environment (2015, background): “While recent research suggests that third party observers may often develop feelings of moral anger toward the perpetrator (O’Reilly and Aquino 2011; Umphress et al. 2013), other research based on accounts from observers suggests that they also often develop fear of the perpetrator (D’Cruz and Noron”
Escaping bullying: The simultaneous impact of individual and unit-level bullying on turnover intentions (2012, background): “O’Reilly and Aquino (2011) argue that individual differences capturing the extent to which individuals care about morality in general and are concerned about the welfare of others can also influence the extent to which they experience deontic reactions when a perceived moral standard has been…”
Employee-oriented HRM and voice behavior: a moderated mediation model of moral identity and trust in management (2018, background): “Prior research indicates that factors such as the personality, role experience, power, moral development, and identity of the employees tend to influence their reactions to the treatment they and/or others receive from the organization (O’reilly & Aquino, 2011; Skarlicki & Kulik, 2004).”
Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation (2017, background): “…this stream of work, scholars have demonstrated that employees care deeply about how others are treated, and tend to avoid and even punish the perpetrators of unfair treatment (O'Reilly & Aquino 2011), especially transgressions related to interactional justice (O'Reilly, Aquino, & Skarlicki 2016).”
To act out, to withdraw, or to constructively resist? Employee reactions to supervisor abuse of customers and the moderating role of employee moral identity (2013, background): “O’Reilly and Aquino (2011) argued that employees may be more likely to respond to observed injustices by using indirect forms of retribution.”
Organizational justice: New insights from behavioural ethics (2013, background): “The deontic perspective on organizational justice also provides new insights into why third parties often react negatively (punitively) to the injustices experienced by others (O’Reilly and Aquino, 2011).”