SEEING ANOTHER VIEWPOINT: ANTECEDENTS AND OUTCOMES OF EMPLOYEE PERSPECTIVE TAKING

By Sharon K. Parker, Carolyn M. Axtell. 2001

549 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f2ac861c1ecc09bcb21f136ffb4b8926704aabf7

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Coactive Vicarious Learning: Toward a Relational Theory of Vicarious Learning in Organizations (2017, background): “…consequence of engaging in a CVL interaction lies in the potential for development of stronger perspective-taking abilities, as these interactions help individuals develop a broader, more integrated understanding of a work experience (a key antecedent of perspective-taking; Parker & Axtell, 2001).”
Building better work places through individual perspective taking: A fresh look at a fundamental human process (2008, background): “Parker & Axtell (2001) found that two intrapersonal outcomes of perspective taking (empathic concern and positive attributions towards a target) predicted supervisor-ratings of helping the target.”
Playing the grim reaper: How employees experience carrying out a downsizing (2004, background): “Parker and Axtell (2001) recently wrote about the benefits of perspective taking, which entails adopting another person’s viewpoint and is an antecedent condition to empathy.”
Respectful leadership and followers’ knowledge sharing: A social mindfulness lens (2020, background): “The assumed variability is consistent with scholarly work that has emphasized intraindividual variability in perspective taking (Parker and Axtell, 2001) and in empathic concern (Nezlek et al.”
Designing jobs to do good: Dimensions and psychological consequences of prosocial job characteristics (2008, background): “The logic for this prediction draws on organizational research on perspective-taking, which demonstrates that when suppliers have contact with customers, they are better able to take customers’ perspectives, and can thereby identify and empathize with customers ( Parker & Axtell, 2001 ).”
Enhancing customer service: Perspective taking in a call centre (2007, methodology): “Consistent with previous research in which an association was found between having a broad role orientation and perspective taking (Parker & Axtell, 2001), we propose that the reason for this relationship is that employees are less likely to be concerned solely with their own immediate set of goals…”
Leading with Meaning: Beneficiary Contact, Prosocial Impact, and the Performance Effects of Transformational Leadership (2012, background): “…contact can involve manufacturing teams interacting with external customers (Kirkman & Rosen, 1999), suppliers interacting with internal customers (Parker & Axtell, 2001), radiologists having exposure to patients (Turner et al., 2008), or product developers meeting clients (Sethi & Nicholson,…”
Entrepreneurial judgment as empathic accuracy: a sequential decision-making approach to entrepreneurial action (2013, background): “It is often referred to as perspective taking, which is a ‘cognitive or intellectual process’ that often but not always results in the affective response of empathy (Parker and Axtell, 2001: 1087).”
Compassion revealed: What we know about compassion at work (and where we need to know more) (2011, background): “High-quality relationships again play a key role, in that they shape the ease with which one can take the perspective of another, heightening the likelihood of empathic concern (Eisenberg, 2000; Parker & Axtell, 2001).”
Supervisor Prosocial Motivation, Employee Thriving, and Helping Behavior: A Trickle-Down Model of Psychological Safety (2018, background): “Research has found that prosocially motivated individuals are more likely to engage in perspective taking (Grant & Berry, 2011), the process by which individuals adopt others viewpoints in an attempt to understand their needs and values (Parker & Axtell, 2001).”
Putting job design in context: Introduction to the special issue (2010, background): “Parker and Axtell (2001) found that individuals with enriched jobs were more likely to empathize with the perspective of others in their work environment, and to develop a ‘big picture’ understanding of how the whole department works.”
The role of construction, intuition, and justification in responding to ethical issues at work: The sensemaking-intuition model (2007, background): “The former facilitates perspective taking (Davis, Conklin, Smith, & Luce, 1996; Parker & Axtell, 2001) by giving actors access to others’ cognitive models.”