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Dive into the research topics where Jukka Lipponen is active.

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Featured researches published by Jukka Lipponen.


European Journal of Work and Organizational Psychology | 2004

Perceived procedural justice and employee responses to an organizational merger

Jukka Lipponen; Maria-Elena Olkkonen; Minna Moilanen

This study investigated the effects of procedural justice perceptions on employee responses to an organizational merger. On the basis of research on organizational justice and the social psychological theory of intergroup relations, our main hypothesis was that perceived justice of the merger implementation is positively related to post-merger organizational identification and perceptions of common ingroup identity. post-merger identification and common ingroup identity, in turn, were hypothesized to be related to positive attitudes towards the employees of the merger partner and to extra-role behaviour. Results based on a sample of 189 employees from a merged organization indicated partial support for our hypotheses. Implications for further research and merger management are discussed.


European Journal of Work and Organizational Psychology | 2005

Moderating effects of job insecurity in the relationships between procedural justice and employee well-being: Gender differences

Johanna Kausto; Anna-Liisa Elo; Jukka Lipponen; Marko Elovainio

This study tested the predictions of the uncertainty management model in explaining employee well-being. On the basis of this model we hypothesized that job insecurity would moderate the association between procedural justice (i.e., procedural and interactional justice) and well-being (i.e., emotional exhaustion and stress symptoms). Linear hierarchical regression models were used to analyse data on 1443 employees in the municipal technical sector. The findings of the study supported the hypothesis. Employees who perceived the organization as unfair and experienced job insecurity were at a higher risk of emotional exhaustion and stress symptoms. However, the results were partly gender specific.


Journal of Occupational and Organizational Psychology | 2008

The interaction between values and organizational identification in predicting suggestion-making at work

Jukka Lipponen; Anat Bardi; Johanna Haapamäki

The present study proposed and found that personal values and organizational identification interact in predicting making suggestions for organizational improvements at work. One hundred and forty-eight employees of childrens day-care centres rated their values, their identification with the organization and their suggestion-making behaviour. Their behaviour was also rated by their supervisors. As expected, the value dimension of openness to change vs. conservation predicted suggestion-making more strongly amongst individuals highly identified with the organization than amongst individuals weakly identified with the organization. This was found using self-ratings of behaviour as well as supervisors rating of behaviour. The study points to the importance of values and identification in understanding suggestion-making and innovative behaviour at work, and it opens new avenues for examining this interaction in predicting other kinds of organizational behaviours.


Journal of Occupational and Organizational Psychology | 2005

Predicting the different profiles of organizational identification : A case of shipyard subcontractors

Jukka Lipponen; Maria-Elena Olkkonen; Milla Juslin

The primary aim of this study was to investigate the predictors of different organizational identification profiles. Hypotheses based on the social identity approach and the literature on organizational commitment were formed and tested in a sample gathered from employees of 20 shipyard subcontractors. The results supported the idea that different subgroup characteristics (prestige, contact, and size) may be used to explain four different combinations of subgroup identification (with the subcontractor) and superordinate identification (with the shipyard). However, contrary to our hypotheses, none of the variables concerning relationships between the subgroups (intergroup competition, intergroup contact and perceived discrimination) emerged as significant predictors.


Group Processes & Intergroup Relations | 2003

Subgroup Identification, Superordinate Identification and Intergroup Bias between the Subgroups

Jukka Lipponen; Milla Juslin

The primary aim of this study was to investigate the effects of subgroup and superordinate identification on intergroup differentiation between the subgroups. Hypotheses based on the social identity approach were formed and tested in two samples gathered from the same Finnish shipyard: Sample 1 consisted of the employees of 20 different subcontractors working at the shipyard, and Sample 2 consisted of the shipyards own workforce. The results from Sample 1 supported the idea that subgroup identification (identification with the subcontractor) is positively related to ingroup bias, and superordinate identification (identification with the shipyard) is negatively related to ingroup bias toward other subgroups under the same superordinate category (shipyard). Among the shipyards own workers (Sample 2), in turn, identification with the shipyard was significantly related to increased levels of ingroup bias toward the subcontractors working there. The results, thus, indicate that the positive effects of superordinate identification on subgroup relations may be limited to only some of the subgroups.


Journal of Social Psychology | 2006

Conditions of Contact, Common In-Group Identity, and In-Group Bias Toward Contingent Workers

Jukka Lipponen; Johanna Leskinen

In a survey-based field study of 111 permanent Finnish restaurant employees, the authors investigated intergroup relations between permanent and contingent workers. On the basis of the common in-group identity model, the authors hypothesized that the conditions of contact (supportive norms and perceived intergroup competition) would be related to common in-group identity, which in turn would be negatively related to intergroup bias. The present results indicated that perceived competition and institutional support were related to in-group bias only through their influence on the common in-group identity, as the model predicted.


European Journal of Work and Organizational Psychology | 2011

Reciprocity of trust in the supervisor–subordinate relationship: The mediating role of autonomy and the sense of power

Tuija Seppälä; Jukka Lipponen; Anna-Maija Pirttilä-Backman; Jari Lipsanen

This article develops and tests a model of reciprocal trust between supervisor and subordinate. Drawing from literature on trust and control and on the approach/inhibition theory of power, the authors present a model in which supervisor trust is suggested to enhance subordinate reciprocal trust through increased work-related autonomy and a heightened sense of power. The mediator analysis using the two-level full structural model confirmed that the relationship between supervisor trust and subordinate trust was partially mediated by the suggested chain of variables. The article responds to a call for empirical studies on reciprocal trust and offers a complementary mechanism for trust building beside characteristics and relationship-based approaches.


Journal of Occupational Health Psychology | 2017

The Unfolding Impact of Leader Identity Entrepreneurship on Burnout, Work Engagement, and Turnover Intentions

Niklas K. Steffens; Jie Yang; Jolanda Jetten; S. Alexander Haslam; Jukka Lipponen

The present research expands upon previous theory and empirical work concerning the leadership—health link by examining the lagged effects of leader identity entrepreneurship (i.e., leaders’ creation of a sense of “we” and “us” among team members) on team members’ burnout, work engagement and turnover intentions. We report results from a 2-wave field study with employees from a large solar panel producing organization in China conducted over a 10-month period. Findings indicate that perceived leader identity entrepreneurship predicted greater subsequent work engagement among team members, as well as lower subsequent burnout and turnover intentions. Moreover, effects on reduced turnover intentions were mediated by reduced burnout and increased work engagement. These findings are the first to examine how leader identity entrepreneurship impacts subsequent employee health and turnover intentions and suggest that leaders help to promote health and well-being in the workplace by creating and developing a sense of shared identity among those they lead.


Journal of Occupational and Organizational Psychology | 2018

Identity leadership going global : validation of the Identity Leadership Inventory (ILI) across 20 Countries.

Rolf van Dick; Jérémy E. Lemoine; Niklas K. Steffens; Rudolf Kerschreiter; Serap Akfirat; Lorenzo Avanzi; Kitty Dumont; Olga Epitropaki; Katrien Fransen; Steffen R. Giessner; Roberto González; Ronit Kark; Jukka Lipponen; Yannis Markovits; Lucas Monzani; Gábor Orosz; Diwakar Pandey; Christine Roland-Lévy; Sebastian C. Schuh; Tomoki Sekiguchi; Lynda Jiwen Song; Jeroen Stouten; Srinivasan Tatachari; Daniel Valdenegro; Lisanne van Bunderen; Viktor Vörös; Sut I Wong; Xin-an Zhang; S. Alexander Haslam

Recent theorizing applying the social identity approach to leadership proposes a four‐dimensional model of identity leadership that centres on leaders’ management of a shared sense of ‘we’ and ‘us’. This research validates a scale assessing this model – the Identity Leadership Inventory (ILI). We present results from an international project with data from all six continents and from more than 20 countries/regions with 5,290 participants. The ILI was translated (using back‐translation methods) into 13 different languages (available in the Appendix S1) and used along with measures of other leadership constructs (i.e., leader–member exchange [LMX], transformational leadership, and authentic leadership) as well as employee attitudes and (self‐reported) behaviours – namely identification, trust in the leader, job satisfaction, innovative work behaviour, organizational citizenship behaviour, and burnout. Results provide consistent support for the construct, discriminant, and criterion validity of the ILI across countries. We show that the four dimensions of identity leadership are distinguishable and that they relate to important work‐related attitudes and behaviours above and beyond other leadership constructs. Finally, we also validate a short form of the ILI, noting that is likely to have particular utility in applied contexts.


Human Relations | 2017

Trajectories and antecedents of integration in mergers and acquisitions: A comparison of two longitudinal studies

Martin R. Edwards; Jukka Lipponen; Tony Edwards; Marko Hakonen

Despite existing research examining snapshots of employee reactions to organizational mergers and acquisitions (M&A), there is a complete absence of work theorizing or exploring rates of change in employees’ organizational identification with the merged entity. We address this gap using two three-wave longitudinal panel samples from different M&A settings, tracking change in identification through a two-year period. Theorizing trajectories of change in identification across the organizations in both settings, we make predictions linked to expected antecedents of change in identification. Our research context (M&A-1) involves a merger of three Finish universities tracking 938 employees from each organization in three waves (nine months pre-merger to 24 months post-merger). Our second context (M&A-2) involves a multinational acquisition tracking 346 employees from both the acquired and acquiring organization in three waves (from two to 26 months post-acquisition). Using Latent Growth Modelling, we confirm predicted trajectories of change in identification. Across both samples, a linear increase (across Time 1, Time 2 and Time 3) in justice and linear decrease in threat perceptions were found to significantly predict a linear increase in identification across the post-M&A period. We discuss organizational identification development trajectories and how changes in these two antecedents account for changes in identification across M&A contexts.

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Marko Hakonen

Helsinki University of Technology

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Michael J. Platow

Australian National University

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Rolf van Dick

Goethe University Frankfurt

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