Emotional and behavioral reactions to social undermining: A closer look at perceived offender motives
This study examined how perceptions of underlying offender motives affect victims' emotional and behavioral reactions toward their offender. Perceived offender motives of malice and greed were embedded in a cognition-emotion-behavior model based on theories of attribution, forgiveness and revenge, and tested in the context of social undermining. Findings suggested that victims distinguished between offender malice and greed, and that these attributions shaped subsequent emotional reactions, which in turn demonstrated independent relations with revenge, avoidance, and reconciliation.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 108 (2009)
Issue (Month): 1 (January)
|Contact details of provider:|| Web page: http://www.elsevier.com/locate/obhdp|
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Shapiro, Debra L. & Bies, Robert J., 1994. "Threats, Bluffs, and Disclaimers in Negotiations," Organizational Behavior and Human Decision Processes, Elsevier, vol. 60(1), pages 14-35, October.
- Duffy, Michelle K. & Ganster, Daniel C. & Shaw, Jason D. & Johnson, Jonathan L. & Pagon, Milan, 2006. "The social context of undermining behavior at work," Organizational Behavior and Human Decision Processes, Elsevier, vol. 101(1), pages 105-126, September.
- Aquino, Karl & Douglas, Scott, 2003. "Identity threat and antisocial behavior in organizations: The moderating effects of individual differences, aggressive modeling, and hierarchical status," Organizational Behavior and Human Decision Processes, Elsevier, vol. 90(1), pages 195-208, January.
When requesting a correction, please mention this item's handle: RePEc:eee:jobhdp:v:108:y:2009:i:1:p:14-24. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Zhang, Lei)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.