The book advances the nascent concept of depersonalized workplace bullying highlighting its
distinctive features proposing a theoretical framework and making recommendations for
intervention. Furthering insights into depersonalized bullying at work is critical due to the
anticipated increased incidence of the phenomenon in the light of the competitive contemporary
business economy which complicates organizational survival. Drawing on two hermeneutic
phenomenological inquiries set in India focusing on targets and bullies the book evidences
that depersonalized bullying is a sociostructural entity that resides in an organization's
structural processual and contextual design. Enacted by supervisors and managers through the
engagement of abusive and aggressive behaviours depersonalized bullying is resorted to in the
pursuit of competitive advantage as organizations seek to ensure their continuity and success.
Given the instrumentalism associated with the world of work targets and bullies encountering
depersonalized bullying display largely ambivalent responses to their predicament. Ironically
then organizations' gains in terms of effectiveness are offset by the strains experienced by
these protagonists. The theoretical generalizability of the findings reported in the book
facilitates the development of an integrated framework of depersonalized workplace bullying
laying the foundations for forthcoming empirical and measurement endeavours that progress the
concept. The book recognizes that whereas primary level interventions mandate repositioning the
extra-organizational environment and or recasting organizational goals to balance business and
employee interests secondary level and tertiary level interventions encompass various types of
formal and informal social support to address targets' and bullies' interface with
depersonalized bullying at work.
