Some forms of overt retaliation, such as sabotage,
assault, and theft, however, are low-base-rate phenomena
that are difficult to study. Moreover, focusing
only on overt forms of getting even can overlook
other retaliatory behavior that also interferes with
an organization's functioning. Before resorting to
overt retaliation, disgruntled employees might engage
in more covert retaliation, such as the withdraw^
al of citizenship behaviors, psychological
withdrawal, and resistance (e.g., Jermier, Knights,
& Nord, 1994). Thus, overt retaliation might represent
merely the "tip of the iceberg," the most
prominent of a constellation of forms of aggression
(Baron & Neuman, 1996).
Skarlicki, D. P., & Folger, R. (1997). Retaliation in the workplace: The roles of distributive, procedural, and interactional justice. Journal of applied Psychology, 82(3), 434.
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