When rejection by one fosters aggression against many: Multiple-victim aggression as a consequence of social rejection and perceived groupness

Gaertner, Lowell; Iuzzini, Jonathan; O’Mara, Erin M.

doi:10.1016/j.jesp.2008.02.004

Cited by 123 publications

(108 citation statements)

References 57 publications

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“…Second, we go beyond previous conceptualizations of displaced revenge as a form of collective punishment (e.g., Gaertner et al, 2008;Stenstrom et al, 2008). Importantly, collective sanctions always included the actual transgressor whereas in our research the actual transgressor did not receive any punishment.…”

Section: Discussionmentioning

confidence: 89%

“…For instance, perceptions of entitativity are associated with intergroup threat (i.e., high-entitativity groups are perceived as more threatening than low-entitativity groups; Abelson, Dasgupta, Park, & Banaji, 1998), attributions of collective blame to a group for an individual group member's actions (Denson, Lickel, Curtis, Stenstrom, & Ames, 2006), and the likelihood of group-directed aggression (Gaertner & Iuzzini, 2005). For example, people behaved more aggressively toward an out-group when they felt rejected (Gaertner, Iuzzini, & O'Mara, 2008) and supported more severe punishments for transgressor groups (Newheiser, Sawaoka, & Dovidio, 2012) if these groups were perceived as highly (vs. low) entitative. In this sense, entitativity may function as a targeting system indicating who is a suitable substitute for the original transgressor.…”

Section: Displaced Revenge and Group Entitativitymentioning

confidence: 99%

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Displaced revenge: Can revenge taste “sweet” if it aims at a different target?

Sjöström

Gollwitzer

2015

Journal of Experimental Social Psychology

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Section: Discussionmentioning

confidence: 89%

Section: Displaced Revenge and Group Entitativitymentioning

confidence: 99%

Displaced revenge: Can revenge taste “sweet” if it aims at a different target?

Sjöström

Gollwitzer

2015

Journal of Experimental Social Psychology

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“…Social perception varies from the individual level, in which persons serve as the perceptual unit and are treated as distinct agents, to the group level, in which social groups serve as the perceptual unit and individual members are considered undifferentiated and interchangeable (Gaertner et al, 2008). Campbell (1958) coined the term "entitativity" to convey that aggregates of persons vary in the extent to which they are perceived as a cohesive whole or entity.…”

Section: Resultsmentioning

confidence: 99%

Diagnosing member-customer ostracism in co-operatives and counterpoising its relationship-poisoning effects

Benos

Kalogeras

Ruyter

et al. 2018

EJM

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -This paper aims to examine a core member-customer threat in co-operatives (co-ops) by drawing from ostracism research, assessing co-op ostracism's impact on critical membership and relational exchange outcomes and discussing why relationship marketing research needs to pay more attention to the overlooked role of implicit mistreatment forms in customer harm-doing.Design/methodology/approach -Three studies were conducted. In Study 1, ostracism in co-ops was explored, and a measurement scale for co-op ostracism was developed. In Study 2, the core conceptual model was empirically tested with data from members of three different co-ops. In Study 3, a coping strategy was integrated into an extended model and empirically tested with a new sample of co-op members.Findings -Ostracism is present in co-ops and "poisons" crucial relational (and membership) outcomes, despite the presence of other relationship-building or relationship-destroying accounts. Coupling entitativity with cognitive capital attenuates ostracism's impact. -11-2016-0634 The current issue and full text archive of this journal is available on Emerald Insight at: www.emeraldinsight.com/0309-0566.htm Practical implications -Co-op decision makers might use the diagnostic tool developed in the paper to detect ostracism and fight it. Moreover, a novel coping strategy for how co-ops (or other firms) might fend off ostracism threats is offered in the article. Research limitations/implications -Originality/value -The present study illuminates a dark side of a relationally profuse customer context, painting a more complete picture of relationship marketing determinants. Little attention has been given to ostracism as a distinct and important social behaviour in marketing research and to co-ops as a research context.

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“…Moreover, narcissism also predicts lower levels of forgiveness in close relationships (Exline et al, 2004) as well as aggression and violence against individuals (e.g. Bushman and Baumeister, 1998) and groups (Gaertner et al, 2008). Furthermore, based on the social-personality psychology research -which shows that narcissism is negatively related to: agreeableness; the willingness to alter self-enhancing behaviors in close relationships; commitment and related positively to interpersonal exploitativeness (Campbell et al, 2006) it seems reasonable that narcissism would be negatively associated with organizational citizenship behaviors, job satisfaction, and JE.…”

Section: Discussionmentioning

confidence: 99%

Leader narcissism and subordinate embeddedness

Erkutlu

Chafra

2017

EMJB

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Leader narcissism and subordinate embeddedness: The moderating roles of moral attentiveness and behavioral integrity Hakan Vahit Erkutlu, Jamel Chafra, Article information:To cite this document: Hakan Vahit Erkutlu, Jamel Chafra, (2017) "Leader narcissism and subordinate embeddedness: The moderating roles of moral attentiveness and behavioral integrity", EuroMed Journal of Business, Vol. For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Leader narcissism and subordinate embeddednessThe moderating roles of moral attentiveness and behavioral integrity Hakan Vahit ErkutluDepartment of Economics and Administrative Sciences, Nevşehir University, Nevşehir, Turkey, and Jamel ChafraDepartment of Tourism and Hotel Management, Bilkent Universitesi, Ankara, Turkey AbstractPurpose -The purpose of this paper is to examine the relationship between leader narcissism (LN) and subordinate embeddedness as well as to test the moderating roles of moral attentiveness (MA) and behavioral integrity (BI) on that very relationship. Design/methodology/approach -Data were collected from 19 five-star hotels in Turkey. The sample included 1,613 employees along with their first-line managers. The moderating roles of MA and BI on the LN and subordinate embeddedness relationship were tested using the moderated hierarchical regression analysis. Findings -The moderated hierarchical regression analysis results revealed that there was a significant negative relationship between LN and subordinate embeddedness. In addition, this very relation was weaker when both MA and BI were higher than when they were lower. Practical implications -This study showed that employee perception of LN decreased employee's job embeddedness ( JE). The study findings point out the importance of reinforcing an ethical context as well as the importance of leader selection. Specifically, in order to ensure that narcissistic leaders do not thrive in organizations, it is significant to maintain an ethical context. Whether the context is ethical, unethical, or interpersonally ineffective, behaviors will likely be more salient and evaluated more negatively by coworkers. On the other hand, when narcissistic leaders are inserted in organizations with unethical contexts, the result is a p...

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When rejection by one fosters aggression against many: Multiple-victim aggression as a consequence of social rejection and perceived groupness

Cited by 123 publications

References 57 publications

Displaced revenge: Can revenge taste “sweet” if it aims at a different target?

Displaced revenge: Can revenge taste “sweet” if it aims at a different target?

Diagnosing member-customer ostracism in co-operatives and counterpoising its relationship-poisoning effects

Leader narcissism and subordinate embeddedness

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