Jukka Lipponen
Biographic Data
| ID | 113647 |
|---|---|
| NAME | Jukka Lipponen |
| GIVEN NAMES | Jukka |
| FAMILY NAME | Lipponen |
| SIGNATURE | LIPPONEN J |
| AFFILIATIONS | University of Helsinki |
| ORCID | 0000-0001-8970-1871 |
| VERIFIED | Yes |
| TOTAL WORKS | 9 |
| TOTAL CITATIONS | 18 |
| WORKS AS AUTHOR | 9 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2003 |
| LATEST PUBLICATION YEAR | 2023 |
| H-INDEX | 3 |
Innovation across cultures
Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships betwe…
Identity Leadership, Employee Burnout and the Mediating Role of Team Identification
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD)…
Merger-specific trust cues in the development of trust in new supervisors during an organizational merger
Organizational mergers and subsequent restructurings often create situations in which employees are assigned a new supervisor and they start to form a new relationship. In this study, we investigated how the development of trust in a new supervisor is affected by trust cues specific to the merger context. We conducted a quasi-experiment using three-wave longitudinal data to follow the development of trust throughout two years. About half of the p…
Trajectories and antecedents of integration in mergers and acquisitions
Despite existing research examining snapshots of employee reactions to organizational mergers and acquisitions (M&A), there is a complete absence of work theorizing or exploring rates of change in employees’ organizational identification with the merged entity. We address this gap using two three-wave longitudinal panel samples from different M&A settings, tracking change in identification through a two-year period. Theorizing trajectories of cha…
The different paths to post‐merger identification for employees from high and low status pre‐merger organizations
A well‐known downside of organizational mergers is that employees fail to identify with the newly formed organization. We argue that developing an understanding of factors that affect post‐merger identification requires taking the pre‐merger status of the merger partners relative to each other into account. This is because relative pre‐merger status determines employees' susceptibility to different aspects of the merger process. Specifically, for…
A Leader's Procedural Justice, Respect and Extra-role Behaviour
Procedural Justice and Identification with Virtual Teams
Personal Value Orientation as a Moderator in the Relationships Between Perceived Organizational Justice and Its Hypothesized Consequences
Subgroup Identification, Superordinate Identification and Intergroup Bias between the Subgroups
The primary aim of this study was to investigate the effects of subgroup and superordinate identification on intergroup differentiation between the subgroups. Hypotheses based on the social identity approach were formed and tested in two samples gathered from the same Finnish shipyard: Sample 1 consisted of the employees of 20 different subcontractors working at the shipyard, and Sample 2 consisted of the shipyard's own workforce. The results fro…
Subgroup Identification, Superordinate Identification and Intergroup Bias between the Subgroups
The primary aim of this study was to investigate the effects of subgroup and superordinate identification on intergroup differentiation between the subgroups. Hypotheses based on the social identity approach were formed and tested in two samples gathered from the same Finnish shipyard: Sample 1 consisted of the employees of 20 different subcontractors working at the shipyard, and Sample 2 consisted of the shipyard's own workforce. The results fro…
Personal Value Orientation as a Moderator in the Relationships Between Perceived Organizational Justice and Its Hypothesized Consequences
Trajectories and antecedents of integration in mergers and acquisitions
Despite existing research examining snapshots of employee reactions to organizational mergers and acquisitions (M&A), there is a complete absence of work theorizing or exploring rates of change in employees’ organizational identification with the merged entity. We address this gap using two three-wave longitudinal panel samples from different M&A settings, tracking change in identification through a two-year period. Theorizing trajectories of cha…
The different paths to post‐merger identification for employees from high and low status pre‐merger organizations
A well‐known downside of organizational mergers is that employees fail to identify with the newly formed organization. We argue that developing an understanding of factors that affect post‐merger identification requires taking the pre‐merger status of the merger partners relative to each other into account. This is because relative pre‐merger status determines employees' susceptibility to different aspects of the merger process. Specifically, for…
Subgroup Identification, Superordinate Identification and Intergroup Bias between the Subgroups
The primary aim of this study was to investigate the effects of subgroup and superordinate identification on intergroup differentiation between the subgroups. Hypotheses based on the social identity approach were formed and tested in two samples gathered from the same Finnish shipyard: Sample 1 consisted of the employees of 20 different subcontractors working at the shipyard, and Sample 2 consisted of the shipyard's own workforce. The results fro…
Personal Value Orientation as a Moderator in the Relationships Between Perceived Organizational Justice and Its Hypothesized Consequences
Procedural Justice and Identification with Virtual Teams
A Leader's Procedural Justice, Respect and Extra-role Behaviour
The different paths to post‐merger identification for employees from high and low status pre‐merger organizations
A well‐known downside of organizational mergers is that employees fail to identify with the newly formed organization. We argue that developing an understanding of factors that affect post‐merger identification requires taking the pre‐merger status of the merger partners relative to each other into account. This is because relative pre‐merger status determines employees' susceptibility to different aspects of the merger process. Specifically, for…
Trajectories and antecedents of integration in mergers and acquisitions
Despite existing research examining snapshots of employee reactions to organizational mergers and acquisitions (M&A), there is a complete absence of work theorizing or exploring rates of change in employees’ organizational identification with the merged entity. We address this gap using two three-wave longitudinal panel samples from different M&A settings, tracking change in identification through a two-year period. Theorizing trajectories of cha…
Merger-specific trust cues in the development of trust in new supervisors during an organizational merger
Organizational mergers and subsequent restructurings often create situations in which employees are assigned a new supervisor and they start to form a new relationship. In this study, we investigated how the development of trust in a new supervisor is affected by trust cues specific to the merger context. We conducted a quasi-experiment using three-wave longitudinal data to follow the development of trust throughout two years. About half of the p…
Identity Leadership, Employee Burnout and the Mediating Role of Team Identification
Do leaders who build a sense of shared social identity in their teams thereby protect them from the adverse effects of workplace stress? This is a question that the present paper explores by testing the hypothesis that identity leadership contributes to stronger team identification among employees and, through this, is associated with reduced burnout. We tested this model with unique datasets from the Global Identity Leadership Development (GILD)…
Innovation across cultures
Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships betwe…
Psychology (9 works) · Social Psychology (9 works) · Identification (biology (6 works) · Job Satisfaction and Organizational Behavior (6 works) · Social Psychology (6 works) · Cultural Differences and Values (5 works) · Perception (5 works) · Political science (4 works) · Social and Intergroup Psychology (4 works) · Social group (4 works)