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Niels Quaquebeke [6]Niels Van Quaquebeke [1]
  1.  12
    When Organizational Identification Elicits Moral Decision-Making: A Matter of the Right Climate.Daan Knippenberg, Niels Quaquebeke, Michael Hogg & Suzanne Gils - 2017 - Journal of Business Ethics 142 (1):155-168.
    To advance current knowledge on ethical decision-making in organizations, we integrate two perspectives that have thus far developed independently: the organizational identification perspective and the ethical climate perspective. We illustrate the interaction between these perspectives in two studies, in which we presented participants with moral business dilemmas. Specifically, we found that organizational identification increased moral decision-making only when the organization’s climate was perceived to be ethical. In addition, we disentangle this effect in Study 2 from participants’ moral identity. We argue (...)
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  2.  11
    Does It Take More Than Ideals? How Counter-Ideal Value Congruence Shapes Employees’ Trust in the Organization.Katherine Xin, David Cremer, Anja Göritz, Natalija Keck, Niels Quaquebeke & Sebastian Schuh - 2018 - Journal of Business Ethics 149 (4):987-1003.
    Research on value congruence rests on the assumption that values denote desirable behaviors and ideals that employees and organizations strive to approach. In the present study, we develop and test the argument that a more complete understanding of value congruence can be achieved by considering a second type of congruence based on employees’ and organizations’ counter-ideal values. We examined this proposition in a time-lagged study of 672 employees from various occupational and organizational backgrounds. We used difference scores as well as (...)
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  3.  32
    The Relationship Between Leaders' Group-Oriented Values and Follower Identification with and Endorsement of Leaders: The Moderating Role of Leaders' Group Membership. [REVIEW]Matthias M. Graf, Sebastian C. Schuh, Niels Quaquebeke & Rolf Dick - 2012 - Journal of Business Ethics 106 (3):301-311.
    In this article, we hypothesize that leaders who display group-oriented values (i.e., values that focus on the welfare of the group rather than on the self-interest of the leader) will be evaluated more positively by their followers than leaders who do not display group-oriented values. Importantly, we expected these effects to be more pronounced for leaders who are ingroup members (i.e., stemming from the same social group as their followers) than for leaders who are outgroup members (i.e., leaders stemming from (...)
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