Relationality in Organizational Research: Exploring The Space Between

By H. Bradbury, Benyamin Lichtenstein. 2000

432 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f88ebf017c82c680eac2b3aa62f36e24cc9ec9c2

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Organizational Influences, Public Service Motivation and Work Outcomes: An Australian Study (2008, background): “A pleasant work relationship with management and co-workers is likely to enhance the employees' positive perceptions of their work, notably that it is important and meaningful (Bradbury and Lichtenstein 2000 ; Gersick et al.”
The leadership of emergence: A complex systems leadership theory of emergence at successive organizational levels☆ (2009, background): ““Relational space” refers to a certain high quality of interactions, reflecting a shared context of mutual respect, trust, and psychological safety in the relationship (Bradbury and Lichtenstein, 2000; Edmondson, 1999).”
The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. (2008, background): “Relational mechanisms are processes that influence employees' connections to other people (e.g., Bradbury & Lichtenstein, 2000; Chen, Boucher, & Tapias, 2006; Fiske, 1992; Holmes, 2000).”
Happiness, Health, or Relationships? Managerial Practices and Employee Well-Being Tradeoffs (2007, background): “Whereas psychological well-being and physical well-being are properties of the individual employee, social well-being focuses on the interactions that occur between employees (Bradbury & Lichtenstein, 2000).”
Non-Linearity and Response-Ability: Emergent Order in 21st-Century Careers (2002, background): “Additionally, the research process itself must be taken into account by the researcher, because the stories given in qualitative research settings may significantly impact on the person who tells them (Maguire, 1987; Bradbury & Lichtenstein, 2000).”
Relational Job Design and the Motivation to Make a Prosocial Difference (2007, background): “…body of research suggests that interpersonal relationships play a key role in enabling employees to experience their work as important and meaningful (Barry & Crant, 2000; Bradbury & Lichtenstein, 2000; Gersick, Bartunek, & Dutton, 2000; Kahn, 1990, 1998; Wrzesniewski, Dutton, & Debebe, 2003).”
The Space Between Us: A Social-Functional Emotions View of Ambivalent and Indifferent Workplace Relationships (2017, background): “In sum, this view enables a more precise conception of ambivalent and indifferent relationships, allowing us to flesh out the “relational space between” individuals (Bradbury & Lichtenstein, 2000).”
How transformational leadership works during team interactions: A behavioral process analysis (2015, background): “Generally speaking, leadership research should account for relationality, in terms of the dynamic social interaction between leaders and followers (Bradbury & Lichtenstein, 2000; Uhl-Bien & Ospina, 2012).”
Imagination and Creativity in Organizations (2018, background): “Yet, these theories are increasingly challenged by scholars dissatisfied with the presumption that the individual and the social are two separate units that may interact without losing their distinctiveness (Bradbury & Lichtenstein, 2000; Fletcher, 2006; Hjorth, 2012; Strati, 1999).”
Authentic Leadership and Employee Well-Being: The Mediating Role of Attachment Insecurity (2015, background): “The distinction between social well-being and two other kinds of wellbeing (i.e., psychological and physical well-being) is the emphasis on society and social interactions (Bradbury and Lichtenstein 2000).”
Relational Economic Geography: A Partial Understanding or a New Paradigm? (2008, background): “It is argued that this approach allows us to glimpse a nonbinary world (Bradbury and Lichtenstein 2000).”
Turnover Contagion: How Coworkers' Job Embeddedness and Job Search Behaviors Influence Quitting (2009, background): “The unique contribution of management scholarship is not only to investigate the individual or institutional level, but also what emanates from the careful exploration of “the space in between” (Bradbury & Lichtenstein, 2000).”