Publication Type

Journal Article

Version

Publisher’s Version

Publication Date

10-2016

Abstract

The number of constructs developed to assess workplace aggression has flourished in recent years, leading to confusion over what meaningful differences exist (if any) between the constructs. We argue that one way to frame the field of workplace aggression is via approach–avoidance principles, with various workplace aggression constructs(e.g., abusive supervision, supervisor undermining, and workplace ostracism) differentially predicting specific approach or avoidance emotions and behaviors. Using two multi-wave field samples of employees, we demonstrate the utility of approach–avoidance principles in conceptualizing workplace aggression constructs, as well as the processes and boundary conditions through which they uniquely influence outcomes. Implications for the workplace aggression literature are discussed.

Discipline

Organizational Behavior and Theory | Organization Development

Research Areas

Organisational Behaviour and Human Resources

Publication

Academy of Management Journal

Volume

59

Issue

5

First Page

1777

Last Page

1800

ISSN

0001-4273

Identifier

10.5465/amj.2014.0221

Publisher

Academy of Management

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

Additional URL

https://doi.org/10.5465/amj.2014.0221

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