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Supervisor incivility and organizational gossip are two examples of dark organizational behaviors. Norm of reciprocity theory suggests that employees may develop revenge intentions after exposure to such behaviors while attributing blame to others. This study aims to empirically investigate the mediating effect of blaming others on the impact of supervisor incivility and negative organizational gossip on revenge intention.

Confirmatory factor analysis (CFA) was performed to test the measurement model. Structural equation model was used to test the research hypotheses based on data gathered in Turkey from restaurant employees in Mersin Marina selected by convenience sampling. Data set that consists of 239 questionnaires was subjected to CFA.

The findings show that negative organizational gossip and supervisor incivility increase to employees’ revenge intentions, and blaming others mediates the impact of supervisor incivility and negative organizational gossip no employees’ revenge intentions. In addition, blaming others mediates the impact of supervisor incivility and negative organizational gossip on employees’ revenge intentions.

Empirical study has not been encountered related to dark behaviors of (especially gossip, incivility, blame and revenge intention) restaurant managers and employees as a holistic model. Therefore, this paper contributes to organizational behavior literature. Moreover, this paper suggests to restaurant managers for supply to organizational peace.

Examines the ways in which reporters from differing fields of work in a high‐risk environment (the Aviation Safety Reporting System in the USA) strive through narrative to present and maintain a coherent sense of self through face‐work involving blame acceptance or avoidance. Proposes not to locate specific and final locations for blame, but to instead recognize risk as an underlying factor in a discourse about error and blame in an increasingly global society. In the case examined discourses of blame varied in different worlds of work. Concludes that the approach taken of mapping blame options within different work worlds within a larger context can provide a foundation for ongoing risk assessment through the tracking of shifting blame options over time or the ways in which options are interwoven between work worlds. Maintains that this study may aid in the development of new approaches to risk.

This study aims to distinguish two regret conditions, other-blame regret (O-regret) and self-blame regret (S-regret), and investigate the underlying mechanism and boundary conditions of the relationship between regret and negative word of mouth (NWOM).

Four experiments and one survey study test hypotheses regarding how O-regret and S-regret influence NWOM through mediating mechanism of anger and sadness and how the impact of regret on NWOM is moderated by boundary conditions.

The results show that consumers who experience O-regret transmit more NWOM than those who experience S-regret. Anger is a dominant emotion when consumers experience O-regret and mediates the impact of regret on NWOM, and sadness is a dominant emotion when consumers experience S-regret and mediates the impact of regret on NWOM. In addition, purchased price (full vs discount price), regret context (private vs public context) and return policy (strict vs lenient policy) are found to moderate the effect of regret on NWOM.

This study was conducted in China, which has a unique business environment that may differ from other countries. Therefore, this research opens a new avenue to further examine such a phenomenon in countries where a more lenient return policy is a standard business practice. Cross-nation studies comparing how different return policies and other business environment conditions are warranted in future research.

The study provides several insights for marketers considering the management of NWOM by understanding consumer O-regret and S-regret in either online or offline retailing situations.

This paper contributes to the extant literature by distinguishing different outcome regrets. The theoretical conceptualization and empirical findings shed further lights on the relationship between regret and other negative emotions and how O-regret and S-regret lead to different impacts on NWOM through different paths of mediation mechanism.

This chapter draws on feminist theorizing on rape culture and victim blaming, and proposes a concept, racialized victim blaming, as a useful tool for understanding discourse on state violence.

The concept of racialized victim blaming is applied to historically analyze the genesis of the carceral state, and deconstruct public debates on police shootings and immigration crises.

This chapter argues that racialized victim blaming is used as a discursive tool to legitimize and mystify state violence projects. Officials and the media use racialized logics and narratives to blame the victims of state violence for their own suffering, justifying continued or increased state violence.

The concept of victim blaming is most often associated with violence against women. Here I demonstrate that victim blaming is also a useful tool for understanding state violence, particularly when attention is given to the place of racializing narratives.

In developing pricing strategies for the global marketplace, sellers have to consider the differences in how their consumers process information on prices. One potential difference is in attributions: whether the consumer blames the seller for a negative outcome such as a price increase. Prior research suggests that in individualistically oriented groups such as Anglos (and perhaps males), causal attributions are egocentrically biased: the cause of a negative outcome tends to be attributed to the actions of another person. In collectively oriented groups such as Hispanics (and perhaps females), the bias is much less. Empirical results, however, reveal that all groups demonstrate biased attributions of price increases. As a result, they have a less positive attitude toward the seller. The difference is that Hispanics and females generally infer that sellers have behaved in a more socially approved manner than do Anglos and males.

Within controlled environments such as prisons or forensic facilities, strong sanctions and other factors can inhibit the expression of offence-linked behaviours otherwise observable in community settings. For example, institutional restrictions may distort the offender’s habitual expression of aggressive behaviours such that the individual’s aggressive characteristics are less intense or observable. Thus, the influences of controlled settings can make it difficult for staff to capture idiosyncratic evidence of change or lack thereof over time or with treatment. The purpose of this paper is to describe an assessment and measurement framework that can be used to assist treatment and correctional staff collectively focus attention on relevant characteristics and behaviours idiosyncratically linked to offending.

The authors use the terms “offence analogue behaviours (OAB)” to describe proxies of offence behaviours observable in controlled settings and “offence replacement behaviours (ORB)” as the contrasting positive, pro-social skills and strategies that the individual implements to change and manage problem areas linked to aggression and criminality. This paper discusses the application and practical utility of the framework and an associated assessment and measurement tool; the Offence Analogue and Offence Replacement Behaviour Guide (Gordon and Wong, 2009-2013).

The OAB and ORB Guide has shown to be useful by directing the attention of treatment personnel to the here-and-now offence related behaviours displayed by offenders in custodial settings. In the absence of such focused attention, relevant proxy behaviours can often be masked in these highly controlled environments. The Guide is therefore a useful adjunct to identify such behaviours for treatment and for assessing treatment-related changes.

The OAB/ORB Guide was developed based on a conceptual framework derived from the empirical literature on correctional treatment, risk assessment, psychological theories and clinical practice. While there has been some positive pilot use of the Guide’s utility and preliminary research, at this point, empirical evidence is still lacking.

The OAB/ORB Guide provides quantified and structured guidelines to assess offence proxy and offence replacement behaviours observable day-to-day within controlled environments, such as during custody or supervised release to the community.

This guide was developed to assist staff with the identification, documentation and measurement of idiosyncratic negative and positive offence-related proxy behaviours observable across custodial or supervised contexts. Accordingly, the authors suggest that OAB/ORB guide information can be used to evaluate changes in risk over treatment and/or time. Further, the authors describe how this framework may enhance the efficacy of multi-disciplinary treatment and management teams. Two cases are used to illustrate the application of the Guide.

Provides a review of the psychoanalytic contributions to authority and leadership issues. Notes how the personality of the leader can affect the responses of his/her followers. Considers the risks involved in this process.

The purpose of this paper is to show that relationships between academics and professionals can gain in organizational studies by prioritizing practical wisdom, which also benefits teaching.

To explore practical corollaries of Flyvbjerg's claim that social scientists are better equipped than natural scientists to produce phronesis or practical wisdom.

Practical wisdom emerges when social scientists interact with professionals. In (relational) practice, Organizational Science scientists and practitioners develop local knowledge that cannot be taught a priori but which develops bottom up and emerges from practice. Scientists and practitioners converse, exchange interpretations and perspectives, in specific contexts. Interaction and communication with OS practitioners seems for OS professionals to be a necessary human condition to develop phronesis.

Explores implications of Flyvberg's method to critically study discourse among OS scientists and between them and OS practitioners. Examine how discourse changes on the basis of an example of phronesis.

To provide a practical contribution to the theory/practice debate.

This chapter looks into unpleasant affective states, or rather “dreaded emotions,” in leadership. Specifically, the adaptive roles and functions of fear, anger, and sadness are reviewed and discussed in a leadership context.

The social functions of fear, anger, and sadness are first presented. Following each emotion, the target of emotional expression – both other-directed (i.e., targeting followers and/or emotion-eliciting events) and self-directed (i.e., targeting leader) – is further discussed.

A symmetrical assumption has emerged over recent years that positive emotions result in positive outcomes and negative emotions lead to negative outcomes. In practice, the realities of organizational life and leader–follower interactions do not reflect such a neat juxtaposition. Positively valenced emotions can yield negative outcomes, and negatively valenced emotions can bring about positive outcomes.

Unpleasant emotions – fear and sadness, in particular – remain understudied in organizational and leadership literature, even though leaders experience these emotions just like the rest of us. This review offers ideas, through the combination of psychological and leadership research, on how social functions of dreaded emotions, including fear, anger, and sadness, can yield desirable leadership outcomes.

This chapter provides a review on unpleasant emotions (i.e., fear, anger, and sadness) that are rarely discussed and underresearched in leadership literature.