Michael S Mitchell

Biographic Data

ID1815685
NAMEMichael S Mitchell
GIVEN NAMESMichael S
FAMILY NAMEMitchell
SIGNATUREMITCHELL M S
AFFILIATIONSUniversity of Georgia
ORCID0000-0002-0651-6273
VERIFIEDYes
TOTAL WORKS11
TOTAL CITATIONS16
AUTHOR COUNT11
EDITOR COUNT0
FIRST PUBLICATION YEAR2005
LATEST PUBLICATION YEAR2019
H-INDEX1

  • Can You Handle the Pressure? The Effect of Performance Pressure on Stress Appraisals, Self-regulation, and Behavior

    Michael S Mitchell, Marie S Mitchell et al.ARTICLEAcademy of Management Journal2019

    Performance pressure focuses employee efforts toward enhanced performance. It is unclear, however, whether performance pressure serves as a productive or unproductive strategy for producing beneficial work behavior. Our research provides clarity on the dynamic nature of performance pressure. We theorize that reactions to performance pressure are influenced by daily fluctuations in how the pressure is appraised, and these fluctuations explain why …

  • Cheating under pressure: A self-protection model of workplace cheating behavior.

    Michael S Mitchell, Marie S Mitchell et al.ARTICLEJournal of Applied Psychology2018

    (see record 2017-44052-001). In the article, the fit statistics in Study 3 were reported in error. The fit of the measurement model is: Χ2(362) = 563.66, p = .001; CFI = .94; SRMR = .05; RMSEA = .04. The fit of the SEM model is: Χ2(362) = 563.66, p = .001; CFI = .94; SRMR = .05; RMSEA = .04.] Workplace cheating behavior is unethical behavior that seeks to create an unfair advantage and enhance benefits for the actor. Although cheating is clearly …

  • Third parties’ reactions to the abusive supervision of coworkers.

    Michael S Mitchell, Marie S Mitchell et al.ARTICLEJournal of Applied Psychology2015

    This research examines 3rd parties' reactions to the abusive supervision of a coworker. Reactions were theorized to depend on 3rd parties' beliefs about the targeted coworker and, specifically, whether the target of abuse was considered deserving of mistreatment. We predicted that 3rd parties would experience anger when targets of abuse were considered undeserving of mistreatment; angered 3rd parties would then be motivated to harm the abusive su…

  • Unethical for the sake of the group: Risk of social exclusion and pro-group unethical behavior.

    Stefan Thau, Rellie Derfler‐Rozin et al.ARTICLEJournal of Applied Psychology2015

    This research tested the idea that the risk of exclusion from one's group motivates group members to engage in unethical behaviors that secure better outcomes for the group (pro-group unethical behaviors). We theorized that this effect occurs because those at risk of exclusion seek to improve their inclusionary status by engaging in unethical behaviors that benefit the group; we tested this assumption by examining how the effect of exclusion risk…

  • The moral self: A review and integration of the literature

    Open AccessPeter Jennings, Peter L Jennings et al.ARTICLEJournal of Organizational Behavior2015

    The role of the self in moral functioning has gained considerable theoretical and empirical attention over the last 25 years. A general consensus has emerged that the self plays a vital role in individuals' moral agency. This surge of research produced a proliferation of constructs related to the moral self, each grounded in diverse theoretical perspectives. Although this work has advanced our understanding of moral thought and behavior, there ha…

  • A cross‐cultural examination of subordinates' perceptions of and reactions to abusive supervision

    Open AccessRyan M Vogel, Michael S Mitchell et al.ARTICLEJournal of Organizational Behavior2014Cited by: 16References: 16

    This manuscript explores cross‐cultural differences in reactions to perceived abusive supervision. Based on an integration of fairness heuristic theory with principles about cross‐cultural differences in the importance of hierarchical status, we theorize that subordinates from the Anglo culture perceive and react to abusive supervision more negatively than subordinates from the Confucian Asian culture. The predictions were tested within two field…

  • Social Exchange Theory, Exchange Resources, and Interpersonal Relationships: A Modest Resolution of Theoretical Difficulties

    Michael S Mitchell, Marie S Mitchell et al.CHAPTERHandbook of Social Resource Theory2012

  • Self-gain or self-regulation impairment? Tests of competing explanations of the supervisor abuse and employee deviance relationship through perceptions of distributive justice.

    Stefan Thau, Michael S Mitchell et al.ARTICLEJournal of Applied Psychology2010

    Two competing explanations for deviant employee responses to supervisor abuse are tested. A self-gain view is compared with a self-regulation impairment view. The self-gain view suggests that distributive justice (DJ) will weaken the abusive supervision-employee deviance relationship, as perceptions of fair rewards offset costs of abuse. Conversely, the self-regulation impairment view suggests that DJ will strengthen the relationship, as experien…

  • Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior.

    Elizabeth E Umphress, John Bingham et al.ARTICLEJournal of Applied Psychology2010

    We examined the relationship between organizational identification and unethical pro-organizational behavior (UPB)-unethical behaviors conducted by employees to potentially benefit the organization. We predicted that organizational identification would be positively related to UPB and that positive reciprocity beliefs would moderate and strengthen this relationship. The results from 2 field studies support the interaction effect and show that ind…

  • How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective

    Open AccessStefan Thau, Rebecca J Bennett et al.ARTICLEOrganizational Behavior and Human…2009

  • Social Exchange Theory: An Interdisciplinary Review

    Open AccessRussell Cropanzano, Michael S Mitchell et al.ARTICLEJournal of Management2005

    Social exchange theory (SET) is one the most influential conceptual paradigms in organizational behavior. Despite its usefulness, theoretical ambiguities within SET remain. As a consequence, tests of the model, as well as its applications, tend to rely on an incompletely specified set of ideas. The authors address conceptual difficulties and highlight areas in need of additional research. In so doing, they pay special attention to four issues: (a…