Citation map · Study

SZodixStudyAcademic Library

Shelves Open access

Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated

HPWS and unethical pro-organizational behavior: a moderated mediation model

16 references·16 citing·49 second hopsampled

FromToDepth

this work references cited by second hop· second hop is a sample of the most-cited connections

References

1999Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives108,592 cited
2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
1992Alternative Ways of Assessing Model Fit27,192 cited
2002The self-importance of moral identity.3,518 cited
2001Toward a Theory of Psychological Ownership in Organizations2,535 cited
2006HOW MUCH DO HIGH‐PERFORMANCE WORK PRACTICES MATTER? A META‐ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE2,097 cited
2003The State of Psychological Ownership: Integrating and Extending a Century of Research2,027 cited
2006Behavioral Ethics in Organizations: A Review1,836 cited
2015A Critical Review and Best‐Practice Recommendations for Control Variable Usage1,729 cited
2010Bad apples, bad cases, and bad barrels: Meta-analytic evidence about sources of unethical decisions at work.1,688 cited
2004Psychological ownership and feelings of possession: three field studies predicting employee attitudes and organizational citizenship behavior1,437 cited
2005Human Resource Management and Labor Productivity: Does Industry Matter?1,319 cited
2009Psychological ownership: theoretical extensions, measurement and relation to work outcomes918 cited
1998Seven Practices of Successful Organizations

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

902 cited

2010Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior.871 cited

2010When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors733 cited

Cited by

2020Feeling proud but guilty? Unpacking the paradoxical nature of unethical pro-organizational behavior167 cited
2020Still in search of strategic human resource management? A review and suggestions for future research with China as an example127 cited
2020Humble Leadership Affects Organizational Citizenship Behavior: The Sequential Mediating Effect of Strengths Use and Job Crafting84 cited
2020Effects of supervisor bottom-line mentality on subordinate unethical pro-organizational behavior71 cited
2021The moral dark side of performance pressure: how and when it affects unethical pro-organizational behavior71 cited
2021Repaying the Debt: An Examination of the Relationship between Perceived Organizational Support and Unethical Pro-organizational Behavior by Low Performers54 cited
2019Moral Leadership and Unethical Pro-organizational Behavior: A Moderated Mediation Model53 cited
2022Reducing unethical pro-organizational behavior in the hospitality sector through socially responsible human resource practices and responsible leadership44 cited
2020Exploring the relationship between core self-evaluation and strengths use: The perspective of emotion44 cited
2022Linking high-performance work systems to affective commitment, job satisfaction, and career satisfaction: Thriving as a mediator and wasta as a moderator42 cited
2020Follower Strengths-based Leadership and Follower Innovative Behavior: The Roles of Core Self-evaluations and Psychological Well-being39 cited
2020Activating job crafting in public services: the roles of discretionary human resource practices and employee use of normative public values37 cited
2022Evaluating the effect of multifactors on employee’s innovative behavior in SMEs: mediating effects of thriving at work and organizational commitment35 cited
2022The effect of corporate social responsibility on unethical pro-organizational behavior: the mediation of moral identity and moderation of supervisor-employee value congruence33 cited
2021Moral decline in the workplace: unethical pro-organizational behavior, psychological entitlement, and leader gratitude expression32 cited
2023The Nexus Between High-Involvement Work Practices and Employees’ Proactive Behavior in Public Service Organizations: A Time-Lagged Moderated-Mediation Model31 cited