Abstract
This article proposes a model of the ways in which dyadic interactions between employees who occupy 1 of 4 archetypal social roles in organizations can lead to either episodic or institutionalized patterns of victimization. The model shows how the occurrence of victimization involving these 4 role types is influenced by organizational variables such as power differences, culture, and access to social capital. The model integrates behavioral and social structural antecedents of victimization to develop a relational perspective on the dynamics of harmful behavior in the workplace.
| Original language | English |
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| Pages (from-to) | 1023-1034 |
| Number of pages | 12 |
| Journal | Journal of Applied Psychology |
| Volume | 89 |
| Issue number | 6 |
| DOIs | |
| Publication status | Published - Dec. 2004 |