A review of abusive behaviors at work

Hackney, Kaylee; Perrewé, Pamela L.

doi:10.1177/2041386618755724

Cited by 30 publications

(20 citation statements)

References 93 publications

(207 reference statements)

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“…Organisational factors interact with the characteristics of participants to predict destructive behaviour (Hackney & Perrewé, 2018, Malik & Lenka, 2019 For example, disruption and obstacles to completing tasks can trigger stress and predict destructive behaviours. In line with the frustration-aggression model, work related stress can be displaced into other areas of functioning (Hackney & Perrewé, 2018). In the case of poor information flow, problems can be mitigated with realistic project planning, resource allocation and risk management, and improved team communication (Ajayi et al, 2019).…”

Section: Figure 2 Dual Relationships Between Dm Ipd and Bim Based On Key Concepts Of Communication And Collaborationmentioning

confidence: 99%

“…In the case of poor information flow, problems can be mitigated with realistic project planning, resource allocation and risk management, and improved team communication (Ajayi et al, 2019). Moreover, as moods such as anger can predict destructive behaviour (Hackney & Perrewé, 2018), the effective DM can influence these 'moods' to create an environment more inducive to learning and creativity (Long and Arroyo, 2018 cited in Tvedt et al, 2019).…”

Section: Figure 2 Dual Relationships Between Dm Ipd and Bim Based On Key Concepts Of Communication And Collaborationmentioning

confidence: 99%

“…It is important to facilitate and foster a high trust and well-resourced working environment (Ajayi et al, 2019;Malik & Lenka, 2019) for high-trust and productive workplaces (Hackney & Perrewé, 2018). Future research directions lie in investigating the causes of conflict in project team relationships, and how DMs can intervene and facilitate productive working relationships, creating value in the learning and design process (Tvedt et al, 2019).…”

Section: Figure 2 Dual Relationships Between Dm Ipd and Bim Based On Key Concepts Of Communication And Collaborationmentioning

confidence: 99%

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Digitally-Enabled Design Management

Tallet

Gledson

Rogage

et al. 2021

Handbook of Research on Driving Transformational Change in the Digital Built Environment

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Calls for the digital transformation of the construction sector in part revolve around a need for productivity improvements, with a focus upon project time and cost enhancements. The purpose of this work is to provide a state-of-the-art analysis of design management (DM) usually employed to oversee design quality by coordinating design information, typically on behalf of a construction contractor. DM methods, activities, and processes with respect to the potential and underutilisation of building information modelling (BIM) are discussed. A synthesis of recent research efforts is provided identifying further emerging, disruptive, but underutilised digital tools and technologies, which when integrated with BIM, are capable of supporting DM processes. This chapter will aid practitioners and researchers in the design, implementation, and management of digital tools, and provide greater support to the DM function on modern construction projects. It will also be of use to students for a grounding in BIM and BIM-related technologies.

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Section: Figure 2 Dual Relationships Between Dm Ipd and Bim Based On Key Concepts Of Communication And Collaborationmentioning

confidence: 99%

Section: Figure 2 Dual Relationships Between Dm Ipd and Bim Based On Key Concepts Of Communication And Collaborationmentioning

confidence: 99%

Section: Figure 2 Dual Relationships Between Dm Ipd and Bim Based On Key Concepts Of Communication And Collaborationmentioning

confidence: 99%

See 1 more Smart Citation

Digitally-Enabled Design Management

Tallet

Gledson

Rogage

et al. 2021

Handbook of Research on Driving Transformational Change in the Digital Built Environment

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“…Although the justice perspective has dominated abusive supervision literature, the resource perspective has made strides in explaining why abusive supervision may harm both employees and organizations [39,40]. The JD-R model [41] suggests that abusive supervision represents a chronic stressor, which could lead to the depletion of resources required to achieve work goals.…”

Section: Abusive Supervision and Ocbmentioning

confidence: 99%

Abusive Supervision and Organizational Citizenship Behavior: The Mediating Role of Networking Behavior

Kim

Chen²,

Kong

2019

Sustainability

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Abusive supervision has been recognized as a serious threat to the health of affected employees and to the sustainable development of organizations. Yet, the mechanism through which abusive supervision affects organizational performance is not well understood. We suggest that abusive supervision restricts important workplace behavior, especially networking behavior and organizational citizenship behavior, which is crucial for building social capital within organizations. We test our hypothesis using a new data set constructed from a questionnaire survey among Chinese employees in various firms. The results show that perceived abusive supervision affects both networking behavior and organizational citizenship behavior. Furthermore, networking behavior partially mediates the relationship between abusive supervision and organizational citizenship behavior. The results provide important insights into the role of abusive supervision in building social capital within organizations.

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“…Deviant workplace behavior, also known as counterproductive work behavior [22], abusive work behavior [23], dysfunctional behavior [24], or workplace aggression [25] refers to a wide range of "negative", intentional behaviors that violate institutionalized norms and thus endanger the welfare of an individual or organizations [26]. They include behaviors such as physical and verbal violence and aggression, theft, abusive supervision, withholding effort or information [27], to name just a few.…”

Section: Deviant Workplace Behavior and Its Antecedentsmentioning

confidence: 99%

Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance

2019

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Sustainable work environment creation seeks the development of a healthy environment that diminishes all forms of deviant organizational and interpersonal workplace behavior. This paper explores the role of organizational culture and values of organizational culture that help to create a sustainable work environment where the presence of deviant workplace behavior is least present. Using Cameron and Quinn’s Competing Values Framework and FOCUS questionnaires as the grounds for the taxonomy of organizational culture and Robinson and Bennett typology of deviant workplace behavior, this paper analyzed the effects of different organizational cultures and their dominant values on the level of occurrence of different forms of deviant workplace behavior. Empirical analysis was done on a sample of 251 employees, belonging to 11 organizations. The research results imply that an emphasis on market and hierarchy culture can be related with occurrence of deviant behaviors. Emphasizing market culture value “job clarity” can reduce deviant behavior, unlike an emphasis on market culture value “efficiency” that could increase the level of deviant behavior. The research results are compared with previous similar studies and discussed in terms of creating a sustainable work environment.

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A review of abusive behaviors at work

Cited by 30 publications

References 93 publications

Digitally-Enabled Design Management

Digitally-Enabled Design Management

Abusive Supervision and Organizational Citizenship Behavior: The Mediating Role of Networking Behavior

Creating Sustainable Work Environments by Developing Cultures that Diminish Deviance

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