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  1. Corporate Psychopaths, Bullying and Unfair Supervision in the Workplace.Clive R. Boddy - 2011 - Journal of Business Ethics 100 (3):367 - 379.
    This article reports on empirical research that establishes strong, positive, and significant correlations between the ethical issues of bullying and unfair supervision in the workplace and the presence of Corporate Psychopaths. The main measure for bullying is identified as being the witnessing of the unfavorable treatment of others at work. Unfair supervision was measured by perceptions that an employee's supervisor was unfair and showed little interest in the feelings of subordinates. This article discusses the theoretical links between psychopathy and bullying (...)
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  • A cognitive-affective system theory of personality: Reconceptualizing situations, dispositions, dynamics, and invariance in personality structure.Walter Mischel & Yuichi Shoda - 1995 - Psychological Review 102 (2):246-268.
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  • Do I Hear the Whistle…? A First Attempt to Measure Four Forms of Employee Silence and Their Correlates.Michael Knoll & Rolf Dick - 2013 - Journal of Business Ethics 113 (2):349-362.
    Silence in organizations refers to a state in which employees refrain from calling attention to issues at work such as illegal or immoral practices or developments that violate personal, moral, or legal standards. While Morrison and Milliken (Acad Manag Rev 25:706–725, 2000) discussed how organizational silence as a top-down organizational level phenomenon can cause employees to remain silent, a bottom-up perspective—that is, how employee motives contribute to the occurrence and maintenance of silence in organizations—has not yet been given much research (...)
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  • Do I Hear the Whistle…? A First Attempt to Measure Four Forms of Employee Silence and Their Correlates.Michael Knoll & Rolf van Dick - 2013 - Journal of Business Ethics 113 (2):349-362.
    Silence in organizations refers to a state in which employees refrain from calling attention to issues at work such as illegal or immoral practices or developments that violate personal, moral, or legal standards. While Morrison and Milliken (Acad Manag Rev 25:706–725, 2000) discussed how organizational silence as a top-down organizational level phenomenon can cause employees to remain silent, a bottom-up perspective—that is, how employee motives contribute to the occurrence and maintenance of silence in organizations—has not yet been given much research (...)
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  • Echoes of Silence: Employee Silence as a Mediator Between Overall Justice and Employee Outcomes. [REVIEW]David B. Whiteside & Laurie J. Barclay - 2013 - Journal of Business Ethics 116 (2):251-266.
    Despite burgeoning interest in employee silence, there are still significant gaps in our understanding of (a) the antecedents of employee silence in organizations and (b) the implications of engaging in silence for employees. Using two experimental studies (Study 1a, N = 91; Study 1b, N = 152) and a field survey of full-time working adults (Study 2, N = 308), we examined overall justice as an antecedent of acquiescent (i.e., silence motivated by futility) and quiescent silence (i.e., silence motivated by (...)
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