2011
DOI: 10.1007/s11135-011-9590-2
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Intercompany mobbing: the effects of company growth

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Cited by 6 publications
(2 citation statements)
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“…When incorrect organization occurs, several complications arise in the enterprise, such as communication errors. In this situation, senior employees often blame lower-level employees (Gocen et al, 2013;Minibas-Poussard, Seckin-Celik and Baran Bingol, 2018). According to research by F. Bylok, J. Kloc, and J. Nowakowska-Grunt (2015) the most common reason for changing jobs (16.7%) was bad relations between superiors and subordinates.…”
Section: Theoretical Assumptions About Mobbingmentioning
confidence: 99%
“…When incorrect organization occurs, several complications arise in the enterprise, such as communication errors. In this situation, senior employees often blame lower-level employees (Gocen et al, 2013;Minibas-Poussard, Seckin-Celik and Baran Bingol, 2018). According to research by F. Bylok, J. Kloc, and J. Nowakowska-Grunt (2015) the most common reason for changing jobs (16.7%) was bad relations between superiors and subordinates.…”
Section: Theoretical Assumptions About Mobbingmentioning
confidence: 99%
“…rather, various factors can cause mobbing (Göçen, Yirik, Yılmaz, & Altıntas, 2011) such as organizational factors, social factors, mobbing perpetrator, and the mobbing victim (Zapf, 1999). Moreover, individual factors (gender, age, educational level, marital status; personality characteristics, traits and styles; specific behaviors; and specific characteristics of the individual's affiliation with their workplace such as tenure, level of experience and level of training) can influence the incidence and process of violence in the workplace.…”
Section: Related Literaturementioning
confidence: 99%