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INTERPLAY OF VALUES IN THE FUNCTIONING OF INDIAN ORGANIZATIONS
15 references·16 citing·36 second hop
INTERPLAY OF VALUES IN THE FUNCTIONING OF INDIAN ORGANIZATIONS (1990)INTERPLAY OF VALUES IN THE FUNCTIONING OF…Organizational Socialization and the Profession of Management (2016)Organizational Socialization …ROLE OF SOCIAL VALUES IN INDIAN ORGANIZATIONS (1990)ROLE OF SOCIAL VALUES IN INDI…Social values and development : Asian perspectives (1988)Social values and development…Progress in Experimental Personality Research (1986)Progress in Experimental Pers…Social science concepts: A systematic analysis (1985)Social science concepts: A sy…Social Science Concepts: A Systematic Analysis, by Giovanni Sartori, ed. (1984)Social Science Concepts: A Sy…Attribution Theory and Research (1980)Attribution Theory and Resear…The Social Psychology of Organizations. (1979)The Social Psychology of Orga…The Social Psychology of Organizations. (1979)The Social Psychology of Orga…The Exercise of Upward Influence in Organizations (1978)The Exercise of Upward Influe…Career Dynamics: Matching Individual and Organizational Needs (1978)Career Dynamics: Matching Ind…Beyond Contract: Work, Power and Trust Relations. (1975)Beyond Contract: Work, Power …Predicting Organizational Effectiveness With a Four-Factor Theory of Leadership (1966)Predicting Organizational Eff…Productivity and Social Organization: The Ahmedabad Experiment. 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this work references cited by second hop

References

  • 1979The Social Psychology of Organizations.12,235 cited
  • 1951Some Social and Psychological Consequences of the Longwall Method of Coal-Getting3,360 cited
  • 1980Attribution Theory and Research2,648 cited
  • 1978Career Dynamics: Matching Individual and Organizational Needs1,810 cited
  • 1979The Social Psychology of Organizations.1,757 cited
  • 1986Progress in Experimental Personality Research1,521 cited
  • 1975Beyond Contract: Work, Power and Trust Relations.1,076 cited
  • 1966Predicting Organizational Effectiveness With a Four-Factor Theory of Leadership656 cited
  • 2016Organizational Socialization and the Profession of Management448 cited
  • 1985Social science concepts: A systematic analysis396 cited
  • 1978The Exercise of Upward Influence in Organizations267 cited
  • 1959Productivity and Social Organization: The Ahmedabad Experiment.196 cited
  • 1988Social values and development : Asian perspectives187 cited
  • 1984Social Science Concepts: A Systematic Analysis, by Giovanni Sartori, ed.181 cited
  • 1990ROLE OF SOCIAL VALUES IN INDIAN ORGANIZATIONS163 cited

Cited by

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  • 2002The culture of morality: social development, context, and conflict559 cited
  • 2013Organizational Cronyism: A Scale Development and Validation from the Perspective of Teachers83 cited
  • 2015Impact of perceived organizational support, psychological empowerment and leader member exchange on commitment and its subsequent impact on service quality83 cited
  • 2016Extra-Role Customer Service: The Roles of Leader–Member Exchange (LMX), Affective Commitment, and Psychological Empowerment78 cited
  • 2013Transferring the Toyota lean cultural paradigm into India: implications for human resource management65 cited
  • 2010Dynamics of mentoring relationships in India: A qualitative, exploratory study61 cited
  • 2001HRM in Context60 cited
  • 1998Pay referent comparison and pay level satisfaction in private versus public sector organizations in India56 cited
  • 2009Interpersonal trust and organizational citizenship behavior56 cited
  • 2011Overall justice, work group identification and work outcomes: Test of moderated mediation process55 cited
  • 2013Human resource management in India51 cited
  • 2019Impact of Supervisors’ Perceived Communication Style on Subordinate’s Psychological Capital and Cyberloafing35 cited
  • 2019Organizational Cronyism as an Antecedent of Ingratiation: Mediating Role of Relational Psychological Contract33 cited
  • 2009Organization and Management32 cited
  • 2001Ethical stances in Indian management culture29 cited
  • 2022How institutional intermediaries handle institutional complexity in vanguard megaproject settings19 cited