RESEARCH
JOURNAL PUBLICATIONS
Dang, C., & Mitchell, M. S. (In press, 2024). The positive spillover of managers’ ally work: Perceptions of manager liberalism and its effect on employee volunteering. Journal of Business and Psychology. https://doi.org/10.1007/s10869-024-09952-9
Mitchell, M. S., Hetrick, A. L., Mawritz, M. B., Edwards, B. D., & Greenbaum, R. L. (In press, 2023). Oh the anxiety! The anxiety of supervisor bottom-line mentality and the mitigating effects of ethical leadership. Journal of Management. https://doi.org/10.1177/01492063231196553
Mitchell, M. S., Rivera, A. G. M., & Treviño, L. K. (2023). Unethical leadership: A review, analysis, and research agenda. Personnel Psychology, 76(2), 547-583. https://doi-org.libproxy.lib.unc.edu/10.1111/peps.12574
Hetrick, A. L., Mitchell, M. S., Sullivan, T. E., & Villarosa-Hurlocker, M. C. (2022). The consequences of unethical leader behavior to employee well-being: Does support from the organization mitigate or exacerbate the stress experience? Human Performance, 35(5), 323-344. https://doi.org/10.1080/08959285.2022.2123486
Choi, H., Yoon, H., Siegel, D., Waldman, D. A., & Mitchell, M. S. (2022). Assessing differences between university and federal laboratory postdoctoral scientists in technology transfer. Research Policy, 51(3), 104456. https://doi.org/10.1016/j.respol.2021.104456
Priesemuth, M., Schminke, M., Bigelow, B., & Mitchell, M. S. (2022). A light at the end of the tunnel: How workplace structure can finally break the destructive cycle of abusive supervision. Human Performance, 35(2), 71-93. https://doi.org/10.1080/08959285.2021.2023875
Hill, E. T., Matta, F. K., & Mitchell, M. S. (2021). Seeing the glass as half full or empty: The role of affect-induced optimistic and pessimistic states on justice perceptions and outcomes. Academy of Management Journal, 64(4), 1265–1287. https://doi.org/10.5465/amj.2018.1282
Zipay, K., Mitchell, M. S., Baer, M. D., Sessions, H., & Bies, R. J. (2021). Lenient reactions to misconduct: Examining the self-conscious process of being lenient to others at work. Academy of Management Journal, 64(2), 351-377. https://doi.org/10.5465/amj.2018.0123
Hetrick, A., & Mitchell, M. S. (2020). Help not wanted! Examining factors that influence concerns with help acceptance. Human Performance, 33(4), 258–281. https://doi.org/10.1080/08959285.2020.1731813
Mitchell, M. S., Reynolds, S. J., & Treviño, L. K. (2020). The study of behavioral ethics in organizations: A special issue introduction. Personnel Psychology, 73(1), 10–13. (Editorial) https://doi.org/10.1111/peps.12381
Mitchell, M. S., Greenbaum, R. L., Vogel, R. M., Mawritz, M. B., & Keating, D. J. (2019). Can you handle the pressure? The effect of performance pressure on stress appraisals, self-regulation, and behavior. Academy of Management Journal, 62(2), 531–552. https://doi.org/10.5465/amj.2016.0646
Sheridan, S., Crossley, C., Vogel, R. M., Mitchell, M. S., & Bennett, R. J. (2019). Intending to leave but no place to go: An examination of the behaviors of reluctant stayers. Human Performance, 32(2), 53–68. https://doi.org/10.1080/08959285.2019.1578964
Mitchell, M. S., Baer, M. D., Ambrose, M. L., Folger, R., & Palmer, N. F. (2018). Cheating under pressure: A self-protection model of workplace cheating behavior. Journal of Applied Psychology, 103(1), 54–73. https://psycnet.apa.org/doi/10.1037/apl0000254
Dang, C., Umphress, E. E., & Mitchell, M. S. (2017). Leader social accounts of subordinates’ unethical behavior: Examining observer reactions to leader social accounts with moral disengagement language. Journal of Applied Psychology, 102(10), 1448–1461. https://psycnet.apa.org/doi/10.1037/apl0000233
Vogel, R. M., & Mitchell, M. S. (2017). The motivational effects of diminished self-esteem for employees who experience abusive supervision. Journal of Management, 43(7), 2218–2251. https://doi-org.libproxy.lib.unc.edu/10.1177/0149206314566462
Guay, R. P., Oh, I. S., Choi, D., Mitchell, M. S., Mount, M. K., & Shin, K. H. (2016). Why people harm the organization and its members: Relationships among personality, organizational commitment, and workplace deviance. Human Performance, 29(1), 1–15. https://doi.org/10.1080/08959285.2015.1120305
Mitchell, M. S., Vogel, R. M., & Folger, R. (2015). Third-parties’ reactions to the abusive supervision of coworkers. Journal of Applied Psychology, 100(4), 1040–1055. https://psycnet.apa.org/doi/10.1037/apl0000002
Tepper, B. J., Mitchell, M. S., Haggard, D. L., Kwan, H. K., & Park, H. (2015). On the exchange of hostility with supervisors: An examination of self-enhancing and self-defeating perspectives. Personnel Psychology, 68(4), 723–758. https://doi.org/10.1111/peps.12094
Vogel, R. M., Mitchell, M. S., Tepper, B. J., Restubog, S. L. D., Hu, C., & Hua, W., & Huang, J-C. (2015). A cross-cultural examination of subordinates’ perceptions of and reactions to abusive supervision. Journal of Organizational Behavior, 36(5), 720–745. https://doi.org/10.1002/job.1984
Thau, S., Derfler-Rozin, R., Pitesa, M., Mitchell, M. S., & Pillutla, M. (2015). Unethical behavior for the sake of the group: Risk of social exclusion and unethical behavior in groups. Journal of Applied Psychology, 100(1), 98–113. https://psycnet.apa.org/doi/10.1037/a0036708
*Jennings, P. L., *Mitchell, M. S., & Hannah, S. T. (2015). The moral self: A review and integration of the literature. Journal of Organizational Behavior, 36(S1), S104–S168. https://doi.org/10.1002/job.1919 * Denotes shared authorship; authors listed alphabetically.
Guay, R. P., Oh, I. S., Choi, D., Mitchell, M. S., Mount, M. K., & Shin, K. H. (2013). The interactive effect of conscientiousness and agreeableness on job performance dimensions in South Korea. International Journal of Selection and Assessment, 21(2), 233–238. https://doi.org/10.1111/ijsa.12033
Mitchell, M. S., & Ambrose, M. L. (2012). Employees’ reactions to supervisor aggression: An examination of individual and situational factors. Journal of Applied Psychology, 97(6), 1148–1170. https://psycnet.apa.org/doi/10.1037/a0029452
Thau, S., & Mitchell, M. S. (2010). Self-gain or self-regulation impairment? Tests of competing explanations of the supervisor abuse and employee deviance relationship through perceptions of distributive justice. Journal of Applied Psychology, 95(6), 1009–1031. https://psycnet.apa.org/doi/10.1037/a0020540
Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4), 583–616. https://doi.org/10.5840/beq201020439
Umphress, E. E., Bingham, J. B., & Mitchell, M. S. (2010). Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs influencing unethical pro-organizational behavior. Journal of Applied Psychology, 95(4), 769–780. https://psycnet.apa.org/doi/10.1037/a0019214
Thau, S., Bennett, B. J., Mitchell, M. S., & Marrs, M. B. (2009). How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management perspective. Organizational Behavior and Human Decision Processes, 108(1), 79–92. https://doi.org/10.1016/j.obhdp.2008.06.003
Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal of Applied Psychology, 92(4), 1159–1168. https://psycnet.apa.org/doi/10.1037/0021-9010.92.4.1159
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review of conceptual and definitional issues. Journal of Management, 31(6), 874–900. https://doi-org.libproxy.lib.unc.edu/10.1177/0149206305279602.
Neubaum, D. O., Mitchell, M. S., & Schminke, M. (2004). Firm newness, entrepreneurial orientation, and ethical climate. Journal of Business Ethics, 52(4), 335–347. https://doi.org/10.1007/s10551-004-1532-7
Schminke, M., & Mitchell, M. S. (2003). From the editors: In the beginning. Academy of Management Journal, 46(3), 279–282. (Editorial) https://doi.org/10.5465/amj.2003.10112846
BOOK CHAPTERS
Priesemuth, M., Mitchell, M. S., & Folger, R. (2017). Witness reactions to workplace aggression. In N. A. Bowling & M. S. Hershcovis (Eds.), Research and theory on workplace aggression (pp. 156–185). NY, NY: Cambridge University Press.
Mitchell, M. S., Vogel, R. M., & Folger, R. (2012). Beyond the consequences to the victim: The impact of abusive supervision on third-party observers. In R. A. Giacalone & M. Promislo (Eds.), Handbook of unethical work behavior: Implications for well-being (pp. 21–43). Armonk, NY: M. E. Sharpe.
Cropanzano, R., & Mitchell, M. S. (2012). Social exchange theory. In E. Kessler (Ed.), Encyclopedia of management theory (pp. 722–726). Thousand Oaks, CA: Sage.
Mitchell, M. S., Cropanzano, R., & Quisenberry, D. (2012). Social exchange theory, exchange resources and interpersonal relationships: A modest resolution of theoretical difficulties. In K. Törnblom & A. Kazemi (Eds.), Handbook of social resource theory: Theoretical extensions, empirical insights, and social applications (pp. 99–118). NY, NY: Springer.
Mitchell, M. S., & Palmer, N. F. (2010). Understanding the managerial relevance of ethical efficacy. In M. Schminke (Ed.), Managerial ethics: Managing the psychology of morality (Vol. 2, pp. 89–108). NY, NY: Routledge.
Cropanzano, R., & Mitchell, M. S. (2007). Social exchange theory. In S. Rogelberg (Ed.), Encyclopedia of industrial/organizational psychology (Vol. 2, pp. 733–735). Thousand Oaks, CA: Sage.
Sullivan, D. M., Mitchell, M. S., & Uhl-Bien, M. (2003). The new conduct of business: How LMX can help capitalize on diversity. In G. Graen (Ed.), Dealing with diversity: LMX, the Series (pp. 183–218). Greenwich, CT: IAP.