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dc.contributor.authorStrongman, L.
dc.date.accessioned2015-03-24T01:55:46Z
dc.date.available2015-03-24T01:55:46Z
dc.date.issued2014
dc.identifier.citationStrongman, L. (2014). The psychology of social undermining in organisational behaviour. Australasian Journal of Organisational Psychology, 6 e3. doi: 10.1017/orp.2013.3.en_US
dc.identifier.urihttp://hdl.handle.net/11072/1669
dc.description.abstractThe purpose of this article is to define ‘social undermining’ and to discuss its causes and effects within an organisational context. Central to social undermining is the effect of moral disengagement, which is the main precursor to the manifestation of social undermining in personal and professional behaviours. Possible causes and motivations for the social undermining of others and behavioural symptoms in its victims are examined. Reasons for why social undermining is important for organisations, employees, and the effect of it on workplace behaviours within organisations are then explored. Employee and organisational reputation are discussed in the context of social undermining as a workplace stressor and as existing on a continuum of supportive and/or derogative workplace behaviours.en_US
dc.language.isoenen_US
dc.subjectSocial underminingen_US
dc.subjectOrganisational behaviouren_US
dc.subjectMoral disengagementen_US
dc.titleThe psychology of social undermining in organisational behaviour.en_US
dc.typeArticleen_US


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