Knowledge that Transforms

Organizational justice researchers have demonstrated that employees are more com-mitted to organizations they believe treat them fairly. Drawing on self-verification theory, five studies showed that the positive relationship between procedural justice and commitment was eliminated among those with low self-esteem. Moreover, results of one study showed that this effect occurred only when self-verification strivings were likely to be salient (i.e., when employees expected their relationships with their organization to be relatively enduring). Finally, an experiment provided evidence that participants ’ experience of self-verification (feeling known and understood) mediated the interactive effect of procedural justice and self-esteem on their organizational commitment. Justice, it would seem, is the sine qua non of most institutions in egalitarian societies. Indeed, for members of organizations, the perception of procedural justice—sensing fairness in the meth-ods used to plan and implement resource alloca-

This study reanalyzes data from Tepper's (2000) two-wave study regarding the effects of subordinates' perceptions of supervisory abuse to assess previously unexamined relationships.As predicted, we found that subordinates who more rather than less strongly perceived that they had been abused by supervisors tended to use regulative maintenance tactics with higher frequency.Further, the positive relationship between

In three experimental studies, we provided an empirical test of how rudeness affects task performance and helpfulness. Different forms of rudeness—rudeness instigated by a direct authority figure, ...

Shared leadership refers to a team property whereby leadership is distributed among team members rather than focused on a single designated leader. We examined antecedent conditions that lead to th...

We examine the relationships between bank branch employees' felt job stress, organizational commitment, job experience, and performance. Our findings are consistent with the attention view of stress. Employees with higher levels of affective commitment and higher levels of job experience channeled felt stress more effectively into sales performance. Felt stress had neutral to negative effects on performance for employees with lower levels of commitment and job experience. Commitment, like stress, was more strongly related to performance when employees had more job experience. The results suggest that consideration of moderators of the stress-performance relationship is important both theoretically and practically.

The author offers opinions on her tenure as editor of the publication from 2005-2007. The editorial board's goals of making the publication of more professional interest, of increasing the transparency of its review process, and of making it more internationally focused are given, and the steps taken to meet them are described. The author thanks her colleagues and readers, and states that her successor will do an excellent job.

Drawing on a longitudinal study of sensegiving in organizations, we investigate the conditions associated with sensegiving by stakeholders and by leaders. For each group, we identify conditions that trigger sensegiving and conditions that enable it. Integrating these analyses across organizational actors, we show that, generally: (1) the perception or anticipation of a gap in organizational sensemaking processes triggers sensemaking and (2) both discursive ability, which allows leaders and stakeholders to construct and articulate persuasive accounts, and process facilitators—routines, practices, and structures that give organizational actors time and opportunity to engage in sensegiving—enable sensegiving.