Christian J Resick
Biographic Data
| ID | 3434846 |
|---|---|
| NAME | Christian J Resick |
| GIVEN NAMES | Christian J |
| FAMILY NAME | Resick |
| SIGNATURE | RESICK C J |
| AFFILIATIONS | Drexel University |
| ORCID | 0000-0002-8974-5556 |
| VERIFIED | Yes |
| TOTAL WORKS | 6 |
| TOTAL CITATIONS | 48 |
| WORKS AS AUTHOR | 6 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2004 |
| LATEST PUBLICATION YEAR | 2020 |
| H-INDEX | 4 |
Egoistic norms, organizational identification, and the perceived ethicality of unethical pro-organizational behavior
Do some employees engage in unethical behavior because they actually believe it is the right thing to do? We explore this question in this article. Unlike other forms of unethical behavior, unethical pro-organizational behavior (UPB) is aimed at benefiting the perpetrator’s organization. We propose that employees are increasingly likely to engage in UPB when they believe these acts are ethically appropriate, and that these ethicality beliefs are …
Teamwork in extreme environments
Given the numerous calls for researchers to examine teams in the wild to better understand the impact of context on team dynamics and performance, there has been increased consideration of teams operating within extreme environments. As such, this special issue is focused on better understanding the factors that shape teamwork in extreme environments so that the lessons learned can be leveraged within extreme as well as in other team contexts as …
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts
The current study examines the empowering effects of transformational leaders and the extent to which these effects differ across mechanistic–organic organizational contexts. Psychological empowerment is hypothesized to provide a comprehensive motivational mechanism explaining the relationships between transformational leadership and employee job‐related behaviors. In addition, the relationships between transformational leadership, employee psych…
Ethical leadership, moral equity judgments, and discretionary workplace behavior
The current study examines the role of ethical cognition as a psychological mechanism linking ethical leadership to employee engagement in specific discretionary workplace behaviors. Hypotheses are developed proposing that ethical leadership is associated with employees' negative moral equity judgments of workplace deviance (a discretionary antisocial behavior) and positive moral equity judgments of organizational citizenship (a discretionary pro…
Helping and harming others in the workplace
Drawing on models of competing values and self-verification theory, this article proposes that social dominance orientation (SDO) and psychological collectivism (PC) represent contrasting values that motivate opposing workplace interpersonal behaviors. SDO values are hypothesized to motivate interpersonal deviance and the avoidance of interpersonal citizenship as these behaviors verify social dominance as a guiding self-principle. PC values are h…
Leaders, Values, and Organizational Climate
Ethical leadership, moral equity judgments, and discretionary workplace behavior
The current study examines the role of ethical cognition as a psychological mechanism linking ethical leadership to employee engagement in specific discretionary workplace behaviors. Hypotheses are developed proposing that ethical leadership is associated with employees' negative moral equity judgments of workplace deviance (a discretionary antisocial behavior) and positive moral equity judgments of organizational citizenship (a discretionary pro…
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts
The current study examines the empowering effects of transformational leaders and the extent to which these effects differ across mechanistic–organic organizational contexts. Psychological empowerment is hypothesized to provide a comprehensive motivational mechanism explaining the relationships between transformational leadership and employee job‐related behaviors. In addition, the relationships between transformational leadership, employee psych…
Helping and harming others in the workplace
Drawing on models of competing values and self-verification theory, this article proposes that social dominance orientation (SDO) and psychological collectivism (PC) represent contrasting values that motivate opposing workplace interpersonal behaviors. SDO values are hypothesized to motivate interpersonal deviance and the avoidance of interpersonal citizenship as these behaviors verify social dominance as a guiding self-principle. PC values are h…
Egoistic norms, organizational identification, and the perceived ethicality of unethical pro-organizational behavior
Do some employees engage in unethical behavior because they actually believe it is the right thing to do? We explore this question in this article. Unlike other forms of unethical behavior, unethical pro-organizational behavior (UPB) is aimed at benefiting the perpetrator’s organization. We propose that employees are increasingly likely to engage in UPB when they believe these acts are ethically appropriate, and that these ethicality beliefs are …
Teamwork in extreme environments
Given the numerous calls for researchers to examine teams in the wild to better understand the impact of context on team dynamics and performance, there has been increased consideration of teams operating within extreme environments. As such, this special issue is focused on better understanding the factors that shape teamwork in extreme environments so that the lessons learned can be leveraged within extreme as well as in other team contexts as …
Leaders, Values, and Organizational Climate
Helping and harming others in the workplace
Drawing on models of competing values and self-verification theory, this article proposes that social dominance orientation (SDO) and psychological collectivism (PC) represent contrasting values that motivate opposing workplace interpersonal behaviors. SDO values are hypothesized to motivate interpersonal deviance and the avoidance of interpersonal citizenship as these behaviors verify social dominance as a guiding self-principle. PC values are h…
Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts
The current study examines the empowering effects of transformational leaders and the extent to which these effects differ across mechanistic–organic organizational contexts. Psychological empowerment is hypothesized to provide a comprehensive motivational mechanism explaining the relationships between transformational leadership and employee job‐related behaviors. In addition, the relationships between transformational leadership, employee psych…
Ethical leadership, moral equity judgments, and discretionary workplace behavior
The current study examines the role of ethical cognition as a psychological mechanism linking ethical leadership to employee engagement in specific discretionary workplace behaviors. Hypotheses are developed proposing that ethical leadership is associated with employees' negative moral equity judgments of workplace deviance (a discretionary antisocial behavior) and positive moral equity judgments of organizational citizenship (a discretionary pro…
Teamwork in extreme environments
Given the numerous calls for researchers to examine teams in the wild to better understand the impact of context on team dynamics and performance, there has been increased consideration of teams operating within extreme environments. As such, this special issue is focused on better understanding the factors that shape teamwork in extreme environments so that the lessons learned can be leveraged within extreme as well as in other team contexts as …
Egoistic norms, organizational identification, and the perceived ethicality of unethical pro-organizational behavior
Do some employees engage in unethical behavior because they actually believe it is the right thing to do? We explore this question in this article. Unlike other forms of unethical behavior, unethical pro-organizational behavior (UPB) is aimed at benefiting the perpetrator’s organization. We propose that employees are increasingly likely to engage in UPB when they believe these acts are ethically appropriate, and that these ethicality beliefs are …
Political science (5 works) · Psychology (5 works) · Job Satisfaction and Organizational Behavior (4 works) · Ethics in Business and Education (3 works) · Organizational commitment (3 works) · Social Psychology (3 works) · Social Psychology (3 works) · Ethical Leadership (2 works) · Organizational citizenship behavior (2 works) · Psychology of Moral and Emotional Judgment (2 works)