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When Aspirational Talk Backfires: The Role of Moral Judgements in Employees’ Hypocrisy Interpretation
16 references·3 citing·46 second hop
When Aspirational Talk Backfires: The Role of Moral Judgements in Employees’ Hypocrisy Interpretation (2021)When Aspirational Talk Backfires: The Rol…To saturate or not to saturate? Questioning data saturation as a useful concept for thematic analysis and sample-size rationales (2019)To saturate or not to saturat…The Discovery of Grounded Theory (2017)The Discovery of Grounded The…Corporate Social Responsibility: An Overview and New Research Directions (2016)Corporate Social Responsibili…Organized hypocrisy, organizational façades, and sustainability reporting (2015)Organized hypocrisy, organiza…Tensions in Corporate Sustainability: Towards an Integrative Framework (2014)Tensions in Corporate Sustain…Constructing grounded theory (2014)Constructing grounded theoryWhat We Know and Don’t Know About Corporate Social Responsibility (2012)What We Know and Don’t Know A…From Smoke and Mirrors to Walking the Talk: Decoupling in the Contemporary World (2012)From Smoke and Mirrors to Wal…Faking It or Muddling Through? Understanding Decoupling in Response to Stakeholder Pressures (2012)Faking It or Muddling Through…Greenwash: Corporate Environmental Disclosure under Threat of Audit (2011)Greenwash: Corporate Environm…Corporate Hypocrisy: Overcoming the Threat of Inconsistent Corporate Social Responsibility Perceptions (2009)Corporate Hypocrisy: Overcomi…Basics of Qualitative Research (3rd ed.): Techniques and Procedures for Developing Grounded Theory (2008)Basics of Qualitative Researc…Employee reactions to corporate social responsibility: an organizational justice framework (2006)Employee reactions to corpora…Snowball Sampling: Problems and Techniques of Chain Referral Sampling (1981)Snowball Sampling: Problems a…Attribution Theory and Research (1980)Attribution Theory and Resear…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…The pitfalls of corporate social irresponsibility: Hypocrisy of family firms in South Korea (2024)The pitfalls of corporate soc…Examining the link between CSR perceptions and employee advocacy through organizational justice: Can corporate hypocrisy mitigate? 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References

  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,271 cited
  • 2017The Discovery of Grounded Theory25,772 cited
  • 2014Constructing grounded theory15,747 cited
  • 2008Basics of Qualitative Research (3rd ed.): Techniques and Procedures for Developing Grounded Theory12,155 cited
  • 1981Snowball Sampling: Problems and Techniques of Chain Referral Sampling5,482 cited
  • 2019To saturate or not to saturate? Questioning data saturation as a useful concept for thematic analysis and sample-size rationales4,749 cited
  • 2012What We Know and Don’t Know About Corporate Social Responsibility3,580 cited
  • 1980Attribution Theory and Research2,648 cited
  • 2012From Smoke and Mirrors to Walking the Talk: Decoupling in the Contemporary World1,645 cited
  • 2011Greenwash: Corporate Environmental Disclosure under Threat of Audit1,564 cited
  • 2009Corporate Hypocrisy: Overcoming the Threat of Inconsistent Corporate Social Responsibility Perceptions1,337 cited
  • 2014Tensions in Corporate Sustainability: Towards an Integrative Framework1,145 cited
  • 2015Organized hypocrisy, organizational façades, and sustainability reporting1,060 cited
  • 2016Corporate Social Responsibility: An Overview and New Research Directions930 cited

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2012
Faking It or Muddling Through? Understanding Decoupling in Response to Stakeholder Pressures
867 cited
  • 2006Employee reactions to corporate social responsibility: an organizational justice framework861 cited
  • Cited by

    • 2024The pitfalls of corporate social irresponsibility: Hypocrisy of family firms in South Korea33 cited
    • 2024Examining the link between CSR perceptions and employee advocacy through organizational justice: Can corporate hypocrisy mitigate?19 cited
    • 2024Agency theory and social entrepreneurship: An axe that needs sharpening7 cited