Suspicion at Work: The Impact on Counterproductive and Citizenship Behaviors

Capitano, Johnna; Cunningham, Quinn W.

doi:10.1080/15416518.2018.1528858

Cited by 9 publications

(13 citation statements)

References 51 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Following Capitano and Cunningham (2018), suspicion was measured using five items adapted from Bobko et al. (2014) scale.…”

Section: Methodsmentioning

confidence: 99%

“…Following Capitano and Cunningham (2018), suspicion was measured using five items adapted from Bobko et al (2014) scale. We removed reverse-coded items, amended wording to fit our team-level operationalisation and incorporated two items designed to tap overall suspicion, one item each designed to assess malintent, uncertainty and cognitive activity (Bobko et al, 2014).…”

Section: Suspicionmentioning

confidence: 99%

“…Drawing on the stressor‐emotion model (Fox et al., 2001; Spector & Fox, 2005), suspicion, as a stressor, potentially engenders CWB as a response to associated negative emotions (Spector & Fox, 2002). Recent research has suggested that suspicion of one's supervisor is appraised as a stressful event and is thus likely to engender CWB (Capitano & Cunningham, 2018; Naseer et al., 2020).…”

Section: Model Development and Hypothesesmentioning

confidence: 99%

See 2 more Smart Citations

What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour

Mitchell

Boyle

2022

Human Res Mgmt Journal

View full text Add to dashboard Cite

Relatively little is known about the role of diversity in counterproductive work behaviour (CWB). Drawing on social categorisation theory, we develop and investigate a model of professional diversity on interpersonal CWB through the mediating role of suspicion and examine the role of perceived status differences as an important moderator of this indirect effect. Data from a sample of 63 United States healthcare teams (study 1) and 190 working professionals (study 2) suggest that professional diversity is positively predictive of suspicion within teams and highlights the explanatory role of meta-stereotype negativity. Further, we find that suspicion may mediate the relationship between diversity and CWB, and that perceived status differences between professions moderate the impact of suspicion, and the indirect effect of diversity, on CWB. These results highlight the importance for human resource management leaders to understand the potentially dysfunctional impact of team diversity and the levers available to lessen these negative consequences.

show abstract

“…Following Capitano and Cunningham (2018), suspicion was measured using five items adapted from Bobko et al. (2014) scale.…”

Section: Methodsmentioning

confidence: 99%

Section: Suspicionmentioning

confidence: 99%

Section: Model Development and Hypothesesmentioning

confidence: 99%

See 1 more Smart Citation

What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour

Mitchell

Boyle

2022

Human Res Mgmt Journal

View full text Add to dashboard Cite

show abstract

“…In contrast, distrust refers to an unwillingness to accept vulnerability owing to negative perceptions and expectations of others' abilities, benevolence, and integrity, as well as their motives, intentions, or behaviours (Bijlsma‐Frankema et al, 2015). Finally, we consider suspicion to reflect a state of suspended judgement between trust and distrust (Capitano and Cunningham, 2018).…”

Section: Introductionmentioning

confidence: 99%

In the Riptide of Control and Trust: Emergence of Control Practices, Suspicion, and Distrust in New Technology Deployment

Hurmelinna‐Laukkanen

Niemimaa

Rantakari

et al. 2022

J Management Studies

View full text Add to dashboard Cite

In this study, we focus on the unintended consequences of new technology deployment for control‐trust dynamics. When addressing these dynamics, managers and management researchers often focus on consciously designed and implemented controls and management actions that build, repair, or preserve trust. At the same time, unowned processes – processes that have no single source or purpose – easily go unnoticed. These processes may have effects that are inadvertent and sometimes detrimental. A close‐up ethnographic study of a technology deployment provides insight into the emergence of unintended control practices and shifts in trust. Our findings demonstrate how deployment of new technology prompted a shift in the loci and forms of control and how trust, suspicion, and distrust surfaced asymmetrically as organizational members interpreted in different ways how others were using the new technological features. These developments contributed to the emergence of four unintended control practices: incidental monitoring, organizational surveillance, individual concealment, and collective resistance. Our study highlights the role of unowned processes in the control‐trust dynamics and emphasizes that whether or not control and trust are consciously addressed, both play interactive and evolving roles in organizations.

show abstract

“…, 2016). The successful application of talent management therefore relies on managers, who through their own behaviours and relationships with subordinates can promote employee Organisational Commitment Behaviour (OCB) (Capitano and Cunningham, 2018, p. 176). Illustrated and focussed on the Australian higher educational sector, Croucher et al.…”

Section: Introductionmentioning

confidence: 99%

Talent management in private universities: the case of a private university in the United Kingdom

Gerhardt

Karsan²

2022

IJEM

View full text Add to dashboard Cite

PurposeIn an uncertain and competitive higher educational landscape, expedient management of professional capital could increase knowledge capital by ensuring the recruitment and retention of experienced and highly qualified academic staff. In this paper, a case study of a private university aims to evaluate the talent management of academic staff.Design/methodology/approachPrimary datum amongst academic staff was collected using an online survey questionnaire and semi-structured interviews. Thematic analysis of interviews and descriptive analysis of three forms of survey were triangulated for richer data.FindingsMost of the academic staff in this private university were intrinsically motivated and there was a low expectation to be active in research and publication. However, bibliometrics was a priority amongst senior academics interviewed. The lack of talent management in bibliometric profiles expressed by senior academics hamper academic progression and could contribute to high turnover intentions as push factors. Overall, there were no explicit talent management strategies by management identified.Research limitations/implicationsThis is a small-scale research project.Practical implicationsManagement should explore various options for structuring career paths within the organisational structure to secure career commitment of the employees. Within private universities, this could take the form of secondments to industry as part of work-based learning projects which could then also result in research and publication.Social implicationsPrivate universities widen the access to higher education and as such are an important research focus for improvements in quality and the retention of staff.Originality/valueResearch of staff talent management in a UK private university.

show abstract

Suspicion at Work: The Impact on Counterproductive and Citizenship Behaviors

Cited by 9 publications

References 51 publications

What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour

What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour

In the Riptide of Control and Trust: Emergence of Control Practices, Suspicion, and Distrust in New Technology Deployment

Talent management in private universities: the case of a private university in the United Kingdom

Contact Info

Product

Resources

About