Social comparison processes in organizations

被引：281
作者：
Greenberg, Jerald
Ashton-James, Claire E.
Ashkanasy, Neal M.
机构：
[1] Ohio State Univ, Dept Management & Human Resources, Fisher Coll Business, Columbus, OH 43210 USA
[2] Univ New S Wales, Dept Psychol, Sydney, NSW 2110, Australia
[3] Univ Queensland, Fac Business Econ & Law, Brisbane, Qld 4072, Australia
[4] Duke Univ, Durham, NC 27706 USA
来源：
ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES | 2007年 / 102卷 / 01期
关键词：
social comparison; organizational justice; performance appraisals; stress; leadership; affect; virtual work environments;
D O I：
10.1016/j.obhdp.2006.09.006
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
We systematically analyze the role of social comparison processes in organizations. Specifically, we describe how social comparison processes have been used to explain six key areas of organizational inquiry: (1) organizational justice, (2) performance appraisal, (3) virtual work environments, (4) affective behavior in the workplace, (5) stress, and (6) leadership. Additionally, we describe how unique contextual factors in organizations offer new insight into two widely studied sub-processes of social comparison, acquiring social information and thinking about that information. Our analyses underscore the merit of integrating organizational phenomena and social comparison processes in future research and theory. (C) 2006 Elsevier Inc. All rights reserved.
引用
收藏
页码：22 / 41
页数：20
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