A relational model of workplace victimization: Social roles and patterns of victimization in dyadic relationships

  • Aquino K
  • Lamertz K
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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.

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  • Karl Aquino

  • Kai Lamertz

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