M
Marie S. Mitchell
Researcher at University of Georgia
Publications - 40
Citations - 11251
Marie S. Mitchell is an academic researcher from University of Georgia. The author has contributed to research in topics: Abusive supervision & Workplace deviance. The author has an hindex of 21, co-authored 37 publications receiving 9088 citations. Previous affiliations of Marie S. Mitchell include University of Nebraska–Lincoln & University of Central Florida.
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Social Exchange Theory: An Interdisciplinary Review
TL;DR: In this paper, the authors address conceptual difficulties and highlight areas in need of additional research in social exchange theory, focusing on four issues: the roots of the conceptual ambiguities, norms and rules of exchange, nature of the resources being exchanged, and social exchange relationships.
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Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs.
TL;DR: The authors hypothesized that the relationship between abusive supervision and supervisor-directed deviance would be stronger when individuals hold higher negative reciprocity beliefs, and the results support this hypothesis.
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Ethical and Unethical Leadership: Exploring New Avenues for Future Research
TL;DR: In this paper, the authors review literature relevant to the social scientific study of ethics and leadership, as well as outline areas for future study, and discuss ethical leadership and draw from emerging research on "dark side" organi- zational behavior to widen the boundaries of the review to include ethical leadership.
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Unethical behavior in the name of the company: the moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior.
TL;DR: The results from 2 field studies support the interaction effect and show that individuals who strongly identify with their organization are more likely to engage in UPB when they hold strong positive reciprocity beliefs.
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How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective.
TL;DR: Staw et al. as discussed by the authors found that the positive relationship between abusive supervision and organizational deviance was stronger when authoritarian management style was low (high situational uncertainty) rather than high (low situational uncertainty). No significant interaction effect was found on interpersonal deviance.