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date: 17 November 2019

Abstract and Keywords

We offer a theoretical model outlining the antecedents and consequences of work group exclusion. We theorize that individuals who threaten the work group’s stability or existence are most likely to become the target of exclusion. We assume that, once excluded, employees will respond in a socially functional manner, such as by increasing helping or conforming behaviors, but only if they perceive there is an opportunity to reconnect with their group. If exclusion is more final, we believe this arouses an innate tendency to aggress against those who threaten the work group’s stability or existence and excluded members will become socially dysfunctional, such as undermining or refusing to help others. We also suggest that once the group has mobilized efforts to exclude, reconnection efforts by members will be discounted and acceptance less attainable, because most group members are risk averse in their inclusion decisions.

Keywords: dysfunctional organizational behavior, social exclusion, work groups

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