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.
Organizational Behavior and Theory | Organization Development
Organisational Behaviour and Human Resources
Academy of Management Journal
Academy of Management
FERRIS, D. Lance; YAN, Ming; LIM, Vivien K. G.; CHEN, Yuanyi; and FATIMAH, Shereen.
An approach-avoidance framework of workplace aggression. (2016). Academy of Management Journal. 59, (5), 1777-1800. Research Collection Lee Kong Chian School Of Business.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/5452
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