Extending the social information processing perspective: New links to attitudes, behaviors, and perceptions

Zalesny, Mary D.; Ford, J. Kevin

doi:10.1016/0749-5978(90)90037-a

Cited by 262 publications

(217 citation statements)

References 82 publications

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“…It is the result of a sensemaking process where, essentially, employees look to their environment for social cues and information, and then interpret and organize those stimuli into some meaningful structure (Salancik & Pfeffer, 1978;Zalesny & Ford, 1990;Weick, 1995). …”

Section: Emergence Of a Corporate Volunteering Climatementioning

confidence: 99%

Corporate Volunteering Climate: Mobilizing Employee Passion for Societal Causes and Inspiring Future Charitable Action

Rodell¹,

Booth

Lynch

et al. 2017

AMJ

100

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Section: Emergence Of a Corporate Volunteering Climatementioning

confidence: 99%

Corporate Volunteering Climate: Mobilizing Employee Passion for Societal Causes and Inspiring Future Charitable Action

Rodell¹,

Booth

Lynch

et al. 2017

AMJ

100

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“…Individuals in complex and ambiguous organizations use information from other people to form evaluations and perceptions of organizational characteristics (Salancik & Pfeffer, 1978;Zalesny & Ford, 1990). Social information might influence an individual's evaluations and perceptions because individuals use information gathered from others to 1) structure perceptions by focusing attention on some aspects of the work environment and away from others; 2) construct interpretations of events; and 3) assess the needs, values and requirements that are integral to the job (Salancik & Pfeffer, 1978).…”

Section: Micro-level Consequences Of Ij: Decision-making Effectivenesmentioning

confidence: 99%

Toward the micro and macro-level consequences of interactional justice in cross-cultural joint ventures

2006

Human Relations

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Nested within the logic of social exchange, this study addresses the micro-and macro-level consequences of interactional justice between boundary-spanning executives in cross-cultural joint ventures. At the micro-level, this study examines how interactional justice affects these executives' decision-making effectiveness and the interpersonal trust between boundary-spanning officers. At the macro-level, the study analyzes how interactional justice affects the levels of conflict and attachment between partner organizations from different nations. This study further analyzes how interactional justice buffers the effects of national cultural differences between partner organizations on the above consequences. Analysis of 152 international joint ventures suggests that interactional justice is positively associated with decision effectiveness, interpersonal trust, and interorganizational attachment, and that interactional justice suppresses the negative influence of national cultural differences between partners on interorganizational attachment. K E Y WO R D Scomparative and cross-cultural management conflict: group conflict: interpersonal organizational culture strategic and international managementAs a natural demand and crucial criterion in social exchange, interactional justice (IJ) has emerged to specifically represent the interpersonal aspect of

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“…This is because the attitude of the initiates the process of socialization, is magnified due to the fact that the ways of being in co-workers are much more apparent to newcomers because they manifest themselves as innovative, and because the social environment of certainty created by the members better socialized could well affect the attitudes and behavior of the new (Ajzen, 1985;Salancik & Pfeffer, 1978;Zalesny & Ford, 1990). role and performance; co-worker, social and group; history, goals and organization; and future perspectives).…”

Section: Organizational Socializationmentioning

confidence: 99%

Role of Authentic Leadership in Organizational Socialization and Work Engagement among Workers

Calderón-Mafud¹,

Pando-Moreno²

2018

PSYCH

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This article presents an idea that aimed to show that the model of authentic leadership is characterized by the consciousness of itself, a moral internalized, transparency in relations and important levels of self-efficacy, could have relations with Organizational Socialization and work engagement in workers. A literature review was made and discussed in a theoretical way the findings reported regarding the relations between the authentic leadership and the way to learn the culture, in addition to reviewing its impact in the work engagement. Findings of some studies indicate that the leadership could act as a mediator significant and positive to learn the organizational culture and develop a state of engagement by improving productivity and job satisfaction.

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Extending the social information processing perspective: New links to attitudes, behaviors, and perceptions

Cited by 262 publications

References 82 publications

Corporate Volunteering Climate: Mobilizing Employee Passion for Societal Causes and Inspiring Future Charitable Action

Corporate Volunteering Climate: Mobilizing Employee Passion for Societal Causes and Inspiring Future Charitable Action

Toward the micro and macro-level consequences of interactional justice in cross-cultural joint ventures

Role of Authentic Leadership in Organizational Socialization and Work Engagement among Workers

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