Barış Erdoğan
Biographic Data
| ID | 1044788 |
|---|---|
| NAME | Barış Erdoğan |
| GIVEN NAMES | Barış |
| FAMILY NAME | Erdoğan |
| SIGNATURE | ERDOĞAN B |
| AFFILIATIONS | Portland State University |
| ORCID | 0000-0002-8077-8546 |
| VERIFIED | Yes |
| TOTAL WORKS | 20 |
| TOTAL CITATIONS | 120 |
| AUTHOR COUNT | 20 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2003 |
| LATEST PUBLICATION YEAR | 2025 |
| H-INDEX | 4 |
Individualized Deals for Overqualified Employees
In this study, we extend overqualification research by examining the indirect relationship between supervisor perceptions of employee overqualification and performance outcomes via task i‐deals. We predict that employees are more likely to be granted task i‐deals to the degree to which they are perceived as overqualified by their supervisors, which in turn indirectly and positively affects their task performance and citizenship behaviors. Further…
Collective learned helplessness
Patient mistreatment and new nurse adjustment
During organizational entry, newcomers often draw upon internal resources like coworkers and supervisors to navigate their roles. Could external interactions with customers or patients hold the key to newcomer adjustment in certain job contexts? Our study, rooted in the conservation of resources theory, identifies a critical link between mistreatment from external parties and newcomer adjustment—a connection that is explained by rumination and wo…
Perceived overqualification, felt organizational obligation, and extra‐role behavior during the Covid‐19 crisis
Past research has found that employees who view themselves as overqualified for their jobs tend to hold negative job attitudes and be unwilling to go beyond the call of duty. In challenging situations such as during the COVID‐19 crisis, when having “all hands‐on deck” may be important to an organization's survival, mitigating the negative tendencies of these employees becomes important. Adopting a sensemaking perspective on crisis management, we …
Davi̇d Hockney'in "The Splash" İsi̇mli̇ Eseri̇ Özeli̇nde Sanat Eseri̇ni̇n Pi̇yasa Değeri̇
An interpersonal perspective of perceived stress
We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tes…
Leader humility and team creativity
In this study, we identify leader humility, characterized by being open to admitting one's limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a critical leader characteristic relevant for team creativity. Integrating the literatures on creativity and leadership, we explore the relationship between leader humility and team creativity, treating team psychological safety and team information sharing …
Self‐monitoring personality trait at work
In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of se…
Self and senior executive perceptions of fit and performance
Drawing on the person–organization fit literature and person-categorization theory, we proposed that new executive performance depends on both their self-perceptions as well as their fit as seen by senior executives. Using three-phased, multisource data from newly-hired executives of a Fortune 500 pharmaceutical company across their first six months on the job, we found that senior executive pre-entry person–organization fit expectations of their…
Leader–Member Exchange Theory
Management commitment to the ecological environment and employees
In this article, we examine the implications of perceived management commitment to the ecological environment for employee attitudes and behaviors. Following deontic justice theory, which suggests that individuals are capable of feeling and expressing moral outrage when others are treated poorly, even if such treatment has no direct implications for themselves, we expected that employee attitudes and behaviors would be related to perceived organi…
LMX and Work Attitudes
Delineating and Reviewing the Role of Newcomer Capital in Organizational Socialization
In this article, the organizational socialization literature is reviewed through the lens of newcomer capital. We give an overview of the socialization literature and examine established and proposed linkages among four components of newcomer personal capital: human, social, psychological, and cultural capital. Then, we theoretically explore and discuss how the socialization adjustment process, consisting of newcomer experience, role clarity, soc…
Whistle While You Work
Life satisfaction is a key indicator of subjective well-being. This article is a review of the multidisciplinary literature on the relationship between life satisfaction and the work domain. A discussion of top-down and bottom-up theories of life satisfaction is included, and the literatures on work-related antecedents of life satisfaction, the proximal mediators (quality of work life, quality of nonwork life, and feelings of self-worth), and con…
Where do I stand? Examining the effects of leader–member exchange social comparison on employee work behaviors.
Taking an approach integrating principles of leader-member exchange (LMX) differentiation with social comparison theory, we contend that subjective ratings by individuals of their LMX compared to the LMXs of coworkers (labeled LMX social comparison, or LMXSC) explain unique and meaningful variance in outcomes beyond LMX and the actual standing of those individuals in the LMX distribution, referred to as relative LMX, or RLMX. Our findings demonst…
Perceived overqualification and its outcomes
Research shows that perceived overqualification is related to lower job attitudes and greater withdrawal behaviors but to higher supervisor ratings of performance. Drawing upon relative deprivation theory, the authors proposed and tested empowerment as a moderator of the relationship between perceived overqualification and job satisfaction, intentions to remain, voluntary turnover, and objective sales performance to examine if negative outcomes c…
Newcomer adjustment during organizational socialization
The authors tested a model of antecedents and outcomes of newcomer adjustment using 70 unique samples of newcomers with meta-analytic and path modeling techniques. Specifically, they proposed and tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job perfo…
Collectivism as a moderator of responses to organizational justice
Previous research indicates that employee justice perceptions are positively related to leader‐member exchange (LMX). We examined collectivism as a moderator of this relationship. We hypothesized that because maintaining harmonious relationships is important for collectivists, and because protecting their individual identities is not a priority, there is a weaker relationship between interactional and distributive justice perceptions and LMX for …
Leader-member exchange, differentiation, and task interdependence
We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample of 120 work groups consisting of 834 employees who represented six different organizations. LMX differentiation was defined as the degree of variability in the quality of LMX relationships formed within work groups. Hierarchical Linear Modeling (HLM) results did not indicate support for a main effect of LMX differentiation…
Understanding Social Loafing
We proposed that the social exchange relationships individuals form in the workplace would mediate the relation between perceptions of interactional and distributive justice and social loafing. Specifically, we argued that both leader-member exchanges (LMX) and team-member exchanges (TMX) would mediate the relation between interactional justice and social loafing, and that LMX would mediate the relation between distributive justice and social loa…
Leader-member exchange, differentiation, and task interdependence
We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample of 120 work groups consisting of 834 employees who represented six different organizations. LMX differentiation was defined as the degree of variability in the quality of LMX relationships formed within work groups. Hierarchical Linear Modeling (HLM) results did not indicate support for a main effect of LMX differentiation…
Collectivism as a moderator of responses to organizational justice
Previous research indicates that employee justice perceptions are positively related to leader‐member exchange (LMX). We examined collectivism as a moderator of this relationship. We hypothesized that because maintaining harmonious relationships is important for collectivists, and because protecting their individual identities is not a priority, there is a weaker relationship between interactional and distributive justice perceptions and LMX for …
Understanding Social Loafing
We proposed that the social exchange relationships individuals form in the workplace would mediate the relation between perceptions of interactional and distributive justice and social loafing. Specifically, we argued that both leader-member exchanges (LMX) and team-member exchanges (TMX) would mediate the relation between interactional justice and social loafing, and that LMX would mediate the relation between distributive justice and social loa…
Management commitment to the ecological environment and employees
In this article, we examine the implications of perceived management commitment to the ecological environment for employee attitudes and behaviors. Following deontic justice theory, which suggests that individuals are capable of feeling and expressing moral outrage when others are treated poorly, even if such treatment has no direct implications for themselves, we expected that employee attitudes and behaviors would be related to perceived organi…
Self‐monitoring personality trait at work
In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of se…
Patient mistreatment and new nurse adjustment
During organizational entry, newcomers often draw upon internal resources like coworkers and supervisors to navigate their roles. Could external interactions with customers or patients hold the key to newcomer adjustment in certain job contexts? Our study, rooted in the conservation of resources theory, identifies a critical link between mistreatment from external parties and newcomer adjustment—a connection that is explained by rumination and wo…
An interpersonal perspective of perceived stress
We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tes…
Understanding Social Loafing
We proposed that the social exchange relationships individuals form in the workplace would mediate the relation between perceptions of interactional and distributive justice and social loafing. Specifically, we argued that both leader-member exchanges (LMX) and team-member exchanges (TMX) would mediate the relation between interactional justice and social loafing, and that LMX would mediate the relation between distributive justice and social loa…
Collectivism as a moderator of responses to organizational justice
Previous research indicates that employee justice perceptions are positively related to leader‐member exchange (LMX). We examined collectivism as a moderator of this relationship. We hypothesized that because maintaining harmonious relationships is important for collectivists, and because protecting their individual identities is not a priority, there is a weaker relationship between interactional and distributive justice perceptions and LMX for …
Leader-member exchange, differentiation, and task interdependence
We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample of 120 work groups consisting of 834 employees who represented six different organizations. LMX differentiation was defined as the degree of variability in the quality of LMX relationships formed within work groups. Hierarchical Linear Modeling (HLM) results did not indicate support for a main effect of LMX differentiation…
Newcomer adjustment during organizational socialization
The authors tested a model of antecedents and outcomes of newcomer adjustment using 70 unique samples of newcomers with meta-analytic and path modeling techniques. Specifically, they proposed and tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job perfo…
Perceived overqualification and its outcomes
Research shows that perceived overqualification is related to lower job attitudes and greater withdrawal behaviors but to higher supervisor ratings of performance. Drawing upon relative deprivation theory, the authors proposed and tested empowerment as a moderator of the relationship between perceived overqualification and job satisfaction, intentions to remain, voluntary turnover, and objective sales performance to examine if negative outcomes c…
Where do I stand? Examining the effects of leader–member exchange social comparison on employee work behaviors.
Taking an approach integrating principles of leader-member exchange (LMX) differentiation with social comparison theory, we contend that subjective ratings by individuals of their LMX compared to the LMXs of coworkers (labeled LMX social comparison, or LMXSC) explain unique and meaningful variance in outcomes beyond LMX and the actual standing of those individuals in the LMX distribution, referred to as relative LMX, or RLMX. Our findings demonst…
Whistle While You Work
Life satisfaction is a key indicator of subjective well-being. This article is a review of the multidisciplinary literature on the relationship between life satisfaction and the work domain. A discussion of top-down and bottom-up theories of life satisfaction is included, and the literatures on work-related antecedents of life satisfaction, the proximal mediators (quality of work life, quality of nonwork life, and feelings of self-worth), and con…
LMX and Work Attitudes
Delineating and Reviewing the Role of Newcomer Capital in Organizational Socialization
In this article, the organizational socialization literature is reviewed through the lens of newcomer capital. We give an overview of the socialization literature and examine established and proposed linkages among four components of newcomer personal capital: human, social, psychological, and cultural capital. Then, we theoretically explore and discuss how the socialization adjustment process, consisting of newcomer experience, role clarity, soc…
Leader–Member Exchange Theory
Management commitment to the ecological environment and employees
In this article, we examine the implications of perceived management commitment to the ecological environment for employee attitudes and behaviors. Following deontic justice theory, which suggests that individuals are capable of feeling and expressing moral outrage when others are treated poorly, even if such treatment has no direct implications for themselves, we expected that employee attitudes and behaviors would be related to perceived organi…
Self and senior executive perceptions of fit and performance
Drawing on the person–organization fit literature and person-categorization theory, we proposed that new executive performance depends on both their self-perceptions as well as their fit as seen by senior executives. Using three-phased, multisource data from newly-hired executives of a Fortune 500 pharmaceutical company across their first six months on the job, we found that senior executive pre-entry person–organization fit expectations of their…
Leader humility and team creativity
In this study, we identify leader humility, characterized by being open to admitting one's limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a critical leader characteristic relevant for team creativity. Integrating the literatures on creativity and leadership, we explore the relationship between leader humility and team creativity, treating team psychological safety and team information sharing …
Self‐monitoring personality trait at work
In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of se…
An interpersonal perspective of perceived stress
We adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tes…
Davi̇d Hockney'in "The Splash" İsi̇mli̇ Eseri̇ Özeli̇nde Sanat Eseri̇ni̇n Pi̇yasa Değeri̇
Perceived overqualification, felt organizational obligation, and extra‐role behavior during the Covid‐19 crisis
Past research has found that employees who view themselves as overqualified for their jobs tend to hold negative job attitudes and be unwilling to go beyond the call of duty. In challenging situations such as during the COVID‐19 crisis, when having “all hands‐on deck” may be important to an organization's survival, mitigating the negative tendencies of these employees becomes important. Adopting a sensemaking perspective on crisis management, we …
Patient mistreatment and new nurse adjustment
During organizational entry, newcomers often draw upon internal resources like coworkers and supervisors to navigate their roles. Could external interactions with customers or patients hold the key to newcomer adjustment in certain job contexts? Our study, rooted in the conservation of resources theory, identifies a critical link between mistreatment from external parties and newcomer adjustment—a connection that is explained by rumination and wo…
Individualized Deals for Overqualified Employees
In this study, we extend overqualification research by examining the indirect relationship between supervisor perceptions of employee overqualification and performance outcomes via task i‐deals. We predict that employees are more likely to be granted task i‐deals to the degree to which they are perceived as overqualified by their supervisors, which in turn indirectly and positively affects their task performance and citizenship behaviors. Further…
Collective learned helplessness
Job Satisfaction and Organizational Behavior (16 works) · Psychology (16 works) · Social Psychology (15 works) · Social Psychology (9 works) · Political science (7 works) · Management (6 works) · Perception (5 works) · Applied Psychology (4 works) · Gender Diversity and Inequality (4 works) · Job satisfaction (4 works)