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Theoretical Frameworks That Have Explained Workplace Bullying: Retracing Contributions Across the Decades

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Concepts, Approaches and Methods

Part of the book series: Handbooks of Workplace Bullying, Emotional Abuse and Harassment ((HWBEAH,volume 1))

Abstract

It has been suggested that the workplace bullying field is atheoretical in its orientation, which accords with the assertion that applied disciplines often focus on parts of the phenomenon rather than the development of a guiding comprehensive theory. Indeed, across the decades, research on the workplace bullying phenomenon and its impacts has provided important theoretical and applied insights, as opposed to a single theory. A literature review revealed several conceptualizations that have been used to explain how workplace bullying develops and is enabled. Theories comprise those that focus on how bullying behaviours are learnt by an individual, the interactions between the main actors (i.e. perpetrator, target, bystanders), the role of group dynamics in the assignment of in- and out-group categorizations, the importance of the work environment and its interaction with individuals and groups as well as the overarching influence of contemporary society. Thus, a multidimensional ecological framework is considered appropriate to encompass the myriad ways by which individuals, groups and organizational and societal systems interact to influence the instigation and perpetuation of workplace bullying. The systems framework proposed by Branch, Ramsay and Barker (2013) guides the exploration in this chapter of theories, including multidisciplinary theories, that inform our past, current and emergent understanding of workplace bullying.

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Authors and Affiliations

  1. Griffith Criminology Institute, Griffith University, Brisbane, QLD, Australia

    Sara Branch & Sheryl Ramsay

  2. Workplace Mobbing Australia, Brisbane, QLD, Australia

    Linda Shallcross

  3. Department of Business Strategy and Innovation, Griffith University, Brisbane, QLD, Australia

    Michelle Barker

  4. Bond University, Brisbane, QLD, Australia

    Jane P Murray

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  1. Sara Branch
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  2. Linda Shallcross
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  3. Michelle Barker
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  4. Sheryl Ramsay
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  5. Jane P Murray
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Correspondence to Sara Branch .

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Editors and Affiliations

  1. Organizational Behaviour (OB), Indian Institute of Management Organizational Behaviour (OB), Ahmedabad, Gujarat, India

    Premilla D'Cruz

  2. Organisation Behaviour, Indian Institute of Management Ahmedabad Organisation Behaviour, Ahmedabad, India

    Ernesto Noronha

  3. University of Bergen, Department of Psychosocial Science University of Bergen, Bergen, Norway

    Guy Notelaers

  4. Portsmouth Business School, University of Portsmouth Portsmouth Business School, Portsmouth, UK

    Charlotte Rayner

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Branch, S., Shallcross, L., Barker, M., Ramsay, S., Murray, J.P. (2018). Theoretical Frameworks That Have Explained Workplace Bullying: Retracing Contributions Across the Decades. In: D'Cruz, P., Noronha, E., Notelaers, G., Rayner, C. (eds) Concepts, Approaches and Methods. Handbooks of Workplace Bullying, Emotional Abuse and Harassment, vol 1. Springer, Singapore. https://doi.org/10.1007/978-981-10-5334-4_4-1

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