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As a consequence, they became indifferent regarding their collaboration with others, forming firmer perceptions of superiority and advantage over their enviers.
As their enviers were denying any collaboration with the venturing team, the venturing team decided to focus on its portfolio.
Proposition 5a: The recognition by the corporate entrepreneurs of high levels of envy toward them negatively affects their social interaction and exchange with the enviers, driving the corporate entrepreneurs to decrease the corporate entrepreneurial activity's levels of social embeddedness in the parent corporation.
Proposition 5b: The recognition by the corporate entrepreneurs of low levels of envy toward them positively affects their social interaction and exchange with the enviers, driving the corporate entrepreneurs to increase the corporate entrepreneurial activity's levels of social embeddedness in the parent corporation.
If workplace envy involves a collapse of understood roles and relationships such that the envier is unable to make sense of his or her world, then reconstructing a positive world through self-enhancing fantasy narratives is a highly plausible option.
The role of envy as a catalytic emotion suggests that envy in organizations might more generally lead to sensemaking that reframes the situation, to positive action which elevates the envier, or to negative action which brings down the envied person.
Consequently, workplace envy can play an important role in facilitating action by the envier that might otherwise be problematic, action which may be positive or negative with respect to the organization and its members.
In contrast, envy involves only an envier and a target (i.