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Article
Organisations and Bullying: The Role of Attributions
ECU Publications Pre. 2011
  • Peter Paul Standen, Edith Cowan University
  • Maryam Omari, Edith Cowan University
  • Megan Jane Paull, Edith Cowan University
Publication Date
1-1-2009
Document Type
Conference Proceeding
Faculty
Business and Law
School
Management
RAS ID
8708
Comments

This article was originally published as: Standen, P. P., Omari, M., & Paull, M. J. (2009). Organisations and bullying: the role of attributions. Proceedings of 9th EURAM Conference. Renaissance and Renewal in Management Studies, 2009. (pp. 1-20). Conference website available here.

Abstract

Workplaces bullying has become a significant topic of management research in recent years. This paper follows a study of bullying in the public sector, examining the multiple perspectives of victim, alleged bully, bystander and HR or other senior managers, in which the notion of a bully as an antisocial perpetrator abusing power over an innocent, less powerful victim appeared simplistic in many ways. To investigate the processes by which people come to be identified as bully or victim, this paper uses Attribution Theory. Propositions concerning the processes by which such attributions are formed are presented as preliminaries to future research. We conclude that identifying individuals as bully or victim is a complicated process, and that greater appreciation of the logic of interpersonal relations would assist both researchers and managers interested in reducing bullying, and discuss the organisational implications.

Disciplines
Citation Information
Peter Paul Standen, Maryam Omari and Megan Jane Paull. "Organisations and Bullying: The Role of Attributions" (2009)
Available at: http://works.bepress.com/maryam_omari/12/