Journal Articles

• Mitchell, M. S., & Ambrose, M. L. 2012. Employees' behavioral reactions to supervisor aggression: An examination of individual and situational factor. Journal Of Applied Psychology, 97(6): 1148-1170.
• Thau, S., & Mitchell, M. S. 2010. Self-gain or self-regulation impairment? Tests of competing explanations of the supervisor abuse and employee deviance relationship through perceptions of distributive justice. Journal Of Applied Psychology, 95(6): 1009-1031.
• Brown, M. E., & Mitchell, M. S. 2010. Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20(4): 583-616.
• Umphress, E. E., Bingham, J. B., & Mitchell, M. S. 2010. Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs influencing unethical pro-organizational behavior. Journal Of Applied Psychology, 95(4): 769-780.
• Thau, S., Bennett, R. J., Mitchell, M. S., & Marrs, M. B. 2009. How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management perspective. Organizational Behavior And Human Decision Processes, 108(1): 79-92.
• Mitchell, M. S., & Ambrose, M. L. 2007. Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal Of Applied Psychology, 92(4): 1159-1168.
• Cropanzano, R., & Mitchell, M. S. 2005. Social exchange theory: An interdisciplinary review of conteptual and definitional issues. Journal Of Management, 31(6): 874-900.