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dc.contributor.authorBoggs, C.
dc.contributor.authorCollins, B.
dc.contributor.authorVerreynne, M. L.
dc.date.accessioned2011-02-21T02:49:17Z
dc.date.available2011-02-21T02:49:17Z
dc.date.copyright2003
dc.date.created2003
dc.date.issued2011-02-21
dc.identifier.other05-2003
dc.identifier.other09-2003
dc.identifier.urihttp://hdl.handle.net/10292/1142
dc.description.abstractUsing a self-concept based approach we examine the literature for evidence of effects, induced by referent power, on the intrinsic motivation of employees. We propose that the subject of a referent power relationship will be intrinsically motivated to affirm, or enhance their self-concept, in relation to characteristics of a referent agent. Hypotheses were developed and tested using data from 311 employees of a large consulting firm. We found empirical support for the view that referent motivation leads to behaviour in individuals that is in accord with characteristics of a referent agent, with this behaviour resulting in affirmation or enhancement of their self-concept.
dc.publisherAUT Faculty of Business
dc.relation.urihttp://www.aut.ac.nz/__data/assets/pdf_file/0006/48462/enterprise_and_innovation_05-2003.pdf
dc.rights2003 © - Copyright of the Author(s)
dc.sourceEnterprise and Innovation, 2003, 5
dc.titleExamining the effects of Referent Power on Intrinsic Motivation in organisations: a self-concept based approach
dc.typeWorking Paper
dc.rights.accessrightsOpenAccess


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