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The chapter elaborates how organizational governance can optimally address workplace bullying, a synergy possible because organizational governance seeks to promote ethical functioning while workplace bullying is considered an unethical behavior. Through its suggestions, the chapter aims at furthering employee dignity and well-being, cohering with international calls for human rights at work.

A review of two literatures was conducted: (a) workplace bullying differentiated on the basis of its situatedness and level into internal bullying – of an interpersonal and depersonalized nature – and external bullying; and (b) organizational governance including its theoretical perspectives, especially the societal lens, and international, national, and firm codes.

Several organizational governance measures at institutional level – both international and national in scope – and at firm level are proposed to deal with varieties of workplace bullying encompassing primary, secondary, and tertiary prevention. Accordingly, a shift in organizational effectiveness from goal-based models to process-oriented frameworks so that economic and non-economic objectives are balanced, following the stakeholder approach, is advocated. The political dynamics involved in such an initiative are alluded to.

Application, drawing on secondary rather than primary data, is the essential thrust of the chapter, with recommendations anchored in organizational governance, particularly its societal perspective, conceptualized to address workplace bullying in a holistic manner.

First, despite the clear relevance of organizational governance to workplace bullying, the prospect of interventions from this standpoint has never been previously explored. Second, the term “varieties of workplace bullying” is propounded to capture the different types of emotional abuse at work known so far.

The purpose of this paper is to examine the relationship between justice perceptions (distributive, procedural and interactional) and workplace bullying and to test the mediating role of psychological contract violation (PCV) in this relationship and the extent to which the mediation is moderated by power distance orientation (PDO).

The study draws upon quantitative data collected via self-reported survey questionnaires from 422 full-time Indian managerial employees working across different service sector–based Indian organizations.

The results revealed that justice perceptions (distributive, procedural and interactional) negatively correlated with workplace bullying. The hypothesized moderated mediation condition was supported as the results suggest that the PCV mediated the justice-bullying relationship and the PDO moderated this mediating pathway, i.e. indirect effects of justice (procedural and interactional) perceptions on workplace bullying via PCV were weaker for employees with a high PDO.

A cross-sectional design and the use of self-reported questionnaire data in the sample are few limitations of the study.

This study contributes toward a better understanding of the relationships between justice, PCV and workplace bullying. It also highlights the role played by individual cultural dispositions in influencing their perceptions of workplace bullying. Given the perceptual and subjective elements of workplace bullying, understanding how justice and workplace bullying are related in not only important theoretically but also critical from a practical standpoint.

To the best of authors' knowledge, this is the first study that links justice, PCV, workplace bullying and PDO in one study. This study is also important in terms of its context.

The purpose of this paper is to examine the relationship between workplace bullying and employee outcomes (intention to quit (ITQ), job satisfaction and work engagement) with psychological contract violation (PCV) as mediator and workplace friendship as moderator.

Data were collected from 835 full-time Indian managerial employees working in different Indian organizations.

Results revealed that PCV mediated bullying-outcomes (ITQ, job satisfaction and work engagement) relationship and effects of workplace bullying on proposed outcomes were weaker in the presence of high workplace friendship.

A cross-sectional design and use of self-reported questionnaire data are a limitation of this study. As the study did not cover all sectors, the results of this study should be interpreted with caution.

To the best of the authors’ knowledge, this study is rare attempts to examine the mediating role of PCV and the moderating role of workplace friendship in bullying-outcomes relationships. This study also contributes in terms of its context and sample.

An extensive amount of literature is available on workplace bullying in the Western context. With specific reference to the Indian context, there is limited literature on nature of workplace bullying in Indian organizations as well, as there is no valid instrument to measure the prevalence of workplace bullying in Indian organizations. This paper aims to explore the nature of workplace bullying in Indian organization and examine the psychometric properties of Negative Acts Questionnaire-Revised (NAQ-R) in Indian context.

Data were collected through a hardcopy version of a survey from 835 Indian managers during working hours.

The analysis identified three major categories and constituent sub-categories of bullying behaviors. The NAQ-R was found appropriate on psychometric criteria.

Gender-blind perspective towards approaching bullying and no sector-wise differentiation in nature of bullying are the limitations of the study.

An understanding of nature of workplace bullying in Indian organizational may help managers to identify and timely intervene the bullying situations. This study can help to strengthen the potentialities of NAQ-R as a major organizational diagnosis measure for examining bullying in Indian organizations. A validation of NAQ-R would also help to stimulate the academic work on bullying in India and allow for cross-cultural comparison of studies.

This is the first study to examine psychometric properties of the NAQ-R in Indian settings.

This paper seeks to theorize the interpretations and reactions of targets and witnesses to subtle forms of bullying.

A theoretical approach was used to understand target and witness interpretations and reactions. Learned helplessness theory and social influence theory are drawn upon.

This paper revealed that subtle forms of bullying behaviors will be more likely to induce confusion from both targets and witnesses. Targets will tend to be more confused in response to subtle bullying and attribute environmental factors for the behaviors. This will decrease their likelihood to react against the bullying. Witnesses will also experience greater confusion and will tend to side with the perpetrator, particularly when the perpetrator is an important organizational member (e.g. supervisor). Witnesses may internalize the behaviors, leading to greater permeability of the bullying through the organization.

This paper sheds light on two important and under‐researched aspects of workplace bullying, i.e. subtle bullying behaviors and witnesses of bullying. This paper counter‐intuitively suggests that subtle bullying behaviors may in fact be more harmful to targets than explicit bullying behaviors. Also, witnesses may represent a “dark side” of bullying in which they enable the bullying to be increasingly difficult to defend against. This contributes to our understanding of the intensification of bullying.

The purpose of this paper is to report a study of bullying on online labour markets (OLMs), highlighting how abuse unfolds in digital workplaces and depicting the trajectory of target resilience.

Adopting van Manen’s hermeneutic phenomenology, targets’ lived experiences of bullying on OLMs was explored. Data gathered from Indian freelancers located on Upwork via conversational telephonic interviews were subjected to sententious and selective thematic analyses.

The core theme of “pursuing long-term and holistic well-being” showed how targets tapped into yet augmented their resilience while navigating the features of OLMs as they coped with their experiences of bullying. The interface between targets’ internal and external resources, including platform support, vis-à-vis the concreteness and permanence of the site as targets asserted agency, sought control and realized positive outcomes while preserving their reputation, relationality, success and continuity was captured. It may be noted that bullying in digital workplaces is exclusively virtual in form.

Alongside theoretical generalizability, statistical generalizability of the findings should be established.

Recommendations for action for platforms and targets are forwarded. In particular, the critical role of formal workplace support in influencing employee resilience is emphasized.

The paper makes several pioneering contributions. First, it reports the first empirical inquiry examining bullying in digital workplaces. Moreover, OLM research on abuse and harassment has not been undertaken so far. Second, it furthers theorization of resilience, especially with regard to workplace antecedents. Apart from identifying the new organizational antecedent of formal workplace support, it uncovers the complexities of resilience. Third, it extends knowledge on workplace cyberbullying, positive outcomes of workplace bullying and OLMs in India.

This paper aims to explore the phenomenon of workplace bullying – its nature, antecedents, direct and indirect effects – from victim’s perspective.

The study adopted grounded theory approach and centered on the participants experiences and interpretations of bullying. A total of 23 self-reported victims formed the sample of our study. Data from interviews were analyzed using the coding procedure of grounded theory methodology. To enhance validity of results, in addition to interviews, creative drawings were used for triangulation.

The study reveals some similarities and culturally relevant variation in the sources and outcomes of bullying. The role of culture on bullying is visible. The study also adds to the limited literature on underlying and intervening factors in bullying–outcome relationship.

The study examined bullying from the victim’s perspective. Perpetrator and bystander’s perspectives would have added interesting insights into the findings.

Effective identification of, prevention of and intervention in workplace bullying are imperative for individuals and organizations. Rich descriptions from victims on enablers of bullying and how these events have affected their everyday experiences may also boost practitioners’ and policymakers’ willingness to rectify the potential issues leading to bullying in organizations.

The present study contributes to the workplace bullying research in general and Indian context in particular by examining contextually relevant antecedents, consequences as well as underlying and intervening factors.

Adapting a positive business ethics framework, the purpose of this paper is to offer a new perspective to manage bullying at work. Specifically, this paper reports an empirical study which examines how the good work of servant leadership may lower employees’ exposure to workplace bullying, with compassion as a mediator and social cynicism beliefs (SCBs) as a moderator.

Survey data were gathered from 337 essential health professionals working in various public and private health-care organisations in Pakistan. Structural equation modelling was used to test the research model.

This study found that perceived servant leadership helps in lessening employee exposure to workplace bullying by strengthening their compassion. However, SCBs moderate the mediating role of compassion in employees’ perceptions of the servant leadership–bullying relationship.

This study has implications in developing models of leadership to build employees’ empathetic resources to combat workplace bullying. The authors found that servant leadership and workplace compassion, embodying positive, ethical and sustainable attributes, play a crucial role in managing bullying at work by promoting relational dignity.

To the best of the authors’ knowledge, this is the first study that examines the relationships between employee perceptions of servant leadership, workplace bullying and employee compassion while considering SCBs as a boundary condition.

Bullying affects at least one-third of the workers through either direct exposure or witnessing, both of which lead to compromised health, and as a result, reduced organizational effectiveness or productivity. However, there is very little evidence that organisations provide effective protection from bullying, and in fact, the converse appears to the case. The purpose of this paper to explore the role of both individual and organisational power in the creation and maintenance of the problem. Such an approach moves away from the specific practice of identifying “bullying” that typically engages targets and perpetrators in a dance that is really just around the edges (Sullivan, 2008) of a larger problem; a culture that permits the abuse of power and ill-treatment of workers, in both practices and through organisational politics.

This paper elucidates key problems with organisational response as identified in the literature and critically examines weak organisational response to workplace bullying using the power theory, arguing that while overt approaches to addressing bullying appear to be underpinned by a simplistic, functionalist understanding of power, practices on the ground are better explained by more sophisticated “second-dimension” theorists.

There is a need for organisations to move beyond the current individualistic understanding of bullying towards a more nuanced understanding of how anti-bullying policies and procedures are themselves an exercise in institutional power protecting and reinforcing dominant power structures.

The literature from which this paper is drawn is limited to studies published in English.

The authors advocate a realistic assessment of the role of both individual and organisational power in the creation and maintenance of workplace bullying, as a way forward to plan appropriate intervention.

Workplace bullying is problematic for organisations at several levels, and therefore for society.

That power is relevant to workplace bullying has been apparent since the work of Brodsky in 1976 and Einarsen's early work, this paper builds on a the more nuanced work of McKay (2014), D'Cruz and Noronha (2009), Liefooghe and MacDavey's (2010) and Hutchinson et al. (2010), exploring the organisational response to the raising of bullying issues by individual employees as an exercise of power.