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By Stale Einarsen; Taylor & Francis.; et al

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Sample text

This situation may lead to many minor interpersonal conflicts and may simultaneously undermine the possibilities for conflict resolution. Similarly, Vartia (1996) has shown that the work environment in organisations with bullying is characterised by a general atmosphere experienced by employees as strained and competitive, where everyone pursues their own interests. 2 we present a theoretical framework that identifies the main classes of variables to be included in future research efforts and future theoretical developments in this field.

Conclusions Some authors have argued that there is in fact a difference between the UK concept of bullying and the Scandinavian and German concept of mobbing at work (Leymann, 1996). According to Leymann (1996) the choice of the term ‘mobbing at work’ in preference to ‘bullying’ was a conscious decision. It reflected the fact that the phenomenon in question very often refers to subtle, less direct aggression as opposed to the more physical aggression commonly identified with the term ‘bullying’, but with the same debilitating and stigmatising effects.

Aversive interpersonal behaviors (pp. 133–170). New York: Plenum Press. Zapf, D. (1999a) Mobbing in Organisationen. Ein Überblick zum Stand der Forschung (Mobbing in organisations. A state of the art review). Zeitschrift für Arbeits- and Organisationspsychologie, 43, 1–25. —— (1999b) Organizational, work group related and personal causes of mobbing/bullying at work. International Journal of Manpower, 20, 70–85. Zapf, D. and Einarsen, S. (eds) (2001) Bullying in the workplace. Recent trends in Research and practice.

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