1Hirschman A O. Exit, voice, and loyalty. Cambridge, MA: Harvard University Press, 1970
2Hagedoorn M, Van Y N W, Van VE, et al. Employees' reactions to problematic events: A circumplex structure of five categories of responses, and the role of job satisfaction. Journal of Organizational Behavior, 1999, 20(3): 309-321
3Farrell D, Rusbult C. Understanding the retention function: A model of the causes of exit, voice, loyalty and neglect behaviors. The Personnel Administrator, 1985, 30(4): 129-136
4Motowidlo S J, Borrman W C, Schmit M J. A theory of individual differences in task and contextual performance. Human Performance, 1997,10: 71-83
5Linn V D, Jeffrey A L. Helping and voice extra-role behavior: Evidence of construct and predictive validity. Academy of Management Journal, 1998,41: 108-119
6Whitey M J, Cooper W H. Predictive exit, voice, loyalty and neglect. Administrative Science Quarterly, 1989, 34: 521-532
7Janssen O, Vries T, Cozijnsen A J. Voicing by adapting and innovating employees: An empirical study on how personality and environment interact to affect voice behavior. Human Relations, 1998, 51(7): 945-967
8Bateman T S, Organ D W. Job satisfaction and the good soldier: The relationship between affect and employee "citizenship". Academy of Management Journal, 1983,26: 587-595
9David L T. Are good soldiers good Exploring the link between organization citizenship behavior and personal ethics. Journal of Business Research, 2002, 55: 1-15
10Borrman W C, Motowidlo S J. Expanding the criterion domain to include elements of contextual performance. In: N Schmitt, Borman W C et al. Personnel Selection in Organizations. San Francisco: Jossey-Bass, 1993. 71-98
