Beaten Before Begun: The Role of Procedural Justice in Planning Change
By M. A. Korsgaard, H. Sapienza, D. Schweiger. 2002
131 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology
View Paper: https://www.semanticscholar.org/paper/ffc487ce00f7b4ea2e0e97d570345b7ae0096a58
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- A. Rafferty
- A. Armenakis
- Shaul Oreg
- Maria Vakola
- Mel Fugate
- Gregory E. Prussia
- J. B. Rodell
- A. Kinicki
In Radiological and Ultrasound Technology
- Shaul Oreg
- Maria Vakola
- Rune Lines
- Mark A. Griffin
- A. Armenakis
- A. Rafferty
- J. B. Rodell
- Brenda E. Ghitulescu
Citations in the corpus
- Managing Employee Withdrawal During Organizational Change (2012, background): “Managers also might provide employees a voice in planning change (e.g., Korsgaard et al., 2002) and allow them to participate in the change process itself (e.g., Wanberg & Banas, 2000), both of which have been shown to increase perceptions of control and to foster more positive employee reactions…”
- The production of trust during organizational change (2005, methodology): “Trust in management was measured using the four-item instrument developed by Roberts and O’Reilly (1974) and previously used for studying trust in a change setting by Korsgaard et al. (2002).”
- At What Level (and in Whom) We Trust (2012, background): “For the leader referent, the behavior of demonstrating individualized support has been linked to high levels of trust in leaders (Hernandez, 2008; Korsgaard et al., 2002).”
- Perceptions of organizational change: a stress and coping perspective. (2006, background): “In many models, turnover intentions are the immediate precursor to turnover (e.g., Hom, Caranikas-Walker, Prussia, & Griffeth, 1992; Mobley, 1977), and the relationship between turnover intentions and turnover has been well documented (e.g., Hom, Griffeth, & Sellaro, 1984).”
- Justice, Trust, and Trustworthiness: A Longitudinal Analysis Integrating Three Theoretical Perspectives (2011, background): “Of the 13 studies cited in Appendix A, 5 had average respondent tenure levels of 10 years or more (Aryee et al., 2002; Kernan & Hanges, 2002; Kim & Mauborgne, 1993; Konovsky & Pugh, 1994; Korsgaard, Sapienza, and Schweiger, 2002).”
- Affective Commitment to Change and Innovation Implementation Behavior: The Role of Charismatic Leadership and Employees’ Trust in Top Management (2009, background): “In particular, Korsgaard et al. (2002) demonstrated the importance of trust in top management while planning change-initiatives.”
- The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, background): “…empirical attention, including participation in change (e.g., Caldwell et al., 2004; Coyle-Shapiro, 1999; Devos et al., 2007), justice (Bernerth et al., 2007; Korsgaard et al., 2002; Mishra & Spreitzer, 1998), and the resources and support provided for change efforts (Caldwell et al., 2004).”
- Change Recipients’ Reactions to Organizational Change (2011, background): “…In management Gopinath and Becker (2000); Kiefer (2005); Paterson and Cary (2002); Weber and Weber (2001); Zalesny and Farace (1987) In supervisor Korsgaard et al. (2002) Motivation Extrinsic Judge et al. (1999) Intrinsic Armenakis et al. (2007); Bhagat and Chassie (1980); Gardner et al.…”