Ingratiation and popularity as antecedents of justice: A social exchange and social capital perspective

被引:64
作者
Koopman, Joel [1 ]
Matta, Fadel K. [2 ]
Scott, Brent A. [3 ]
Conlon, Donald E. [3 ]
机构
[1] Univ Cincinnati, Dept Management, Carl H Lindner Coll Business, Cincinnati, OH 45221 USA
[2] Univ Georgia, Dept Management, Terry Coll Business, Athens, GA 30602 USA
[3] Michigan State Univ, Dept Management, Eli Broad Coll Business, E Lansing, MI 48824 USA
关键词
Organizational justice; Popularity; Social exchange theory; Social capital; LMX; Ingratiation; LEADER-MEMBER EXCHANGE; ORGANIZATIONAL JUSTICE; INFLUENCE TACTICS; IMPRESSION MANAGEMENT; OUTCOME FAVORABILITY; BELONGINGNESS NEEDS; PROCEDURAL FAIRNESS; ETHICAL LEADERSHIP; EMOTIONAL LABOR; POLITICAL SKILL;
D O I
10.1016/j.obhdp.2015.09.001
中图分类号
B849 [应用心理学];
学科分类号
040203 ;
摘要
We contribute to an emerging literature viewing organizational justice as an endogenous outcome that employees may attempt to proactively influence instead of an exogenous event to which employees react. Drawing on social capital and social exchange theory, we test a model whereby employees' ingratiation toward their supervisor leads to higher levels of justice as a result of higher leader-member exchange (LMX) quality. We further identify employee's popularity as a boundary condition, such that popular employees do not benefit from ingratiation in terms of LMX quality. Across three studies utilizing a variety of methodological designs, assessing constructs from different sources, and taking place in both controlled experimental settings as well as field settings, we largely find consistent results for our hypotheses. Overall, our findings extend theory on organizational justice by illuminating the role that employees' volitional behavior, as well as the social context surrounding that behavior, play in influencing justice. (C) 2015 Elsevier Inc. All rights reserved.
引用
收藏
页码:132 / 148
页数:17
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