Impression management in the feedback-seeking process: a literature review and research agenda

Article Abstract:

Although impression management in the feedback-seeking process has emerged as an important research topic, existing research has failed to capture the range and complexity of impression management behaviors. This article provides a theoretical framework for existing and future research. It examines how impression management sometimes discourages and at other times encourages feedback inquiry, and it explains the impact that impression management has on when, from whom, and how individuals ask for feedback. Organizational implications of the impression management motive in feedback seeking are discussed. (Reprinted by permission of the publisher.)

Research, Management, Management research, Impression formation (Psychology), Psychological research, Feedback (Psychology), Feedback (Communication)

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When employees feel betrayed: a model of how psychological contract violation develops

Article Abstract:

The psychological contract held by an employee consists of beliefs about the reciprocal obligations between that employee and his or her organization. Violation refers to the feelings of anger and betrayal that are often experienced when an employee believes that the organization has failed to fulfill one or more of those obligations. This article provides a model outlining the psychological sensemaking processes preceding an employee's experience of psychological contract violation. It also identifies factors that affect those processes with the aim of encouraging future empirical research. (Reprinted by permission of the publisher.)

Psychological aspects, Organizational behavior, Workers, Belief and doubt

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Corporations as social change agents: Individual, interpersonal, institutional and environmental dynamics

Article Abstract:

The role of corporations as social change agents for the betterment of their larger society and a richly textured, multidisciplinary conceptual foundation for the understanding of these responsibilities by the corporate is explained.

United States, Organizational change, Social change

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