00575nas a2200145   4500008004100000245008900041210006900130260002100199653001500220100001500235700001700250700001900267700001900286856012400305       2023                        eng d00aSafe Inside: How internal sourcing lowers voluntary turnover in tight labor markets.0 aSafe Inside How internal sourcing lowers voluntary turnover in t  aBoston, MAc202310aManagement1 aHardy, Jay1 aTheil, Chase1 aGibson, Carter1 aKlotz, Anthony  u/biblio/safe-inside-how-internal-sourcing-lowers-voluntary-turnover-tight-labor-markets00588nas a2200145   4500008004100000245010000041210006900141260000900210653001500219100001900234700002100253700001900274700002100293856012800314       2022                        eng d00aFragile or Robust?  Differential Effects of Gender Threats in the Workplace Among Men and Women0 aFragile or Robust Differential Effects of Gender Threats in the   c202210aManagement1 aLeavitt, Keith1 aZhu, Lei, (Luke)1 aKlotz, Anthony1 aKouchaki, Maryam  u/biblio/fragile-or-robust-differential-effects-gender-threats-workplace-among-men-and-women00588nas a2200145   4500008004100000245010000041210006900141260000900210653001500219100001900234700001900253700001900272700002100291856013000312       2022                        eng d00aFragile or Robust?  Differential Effects of Gender Threats in the Workplace Among Men and Women0 aFragile or Robust Differential Effects of Gender Threats in the   c202210aManagement1 aLeavitt, Keith1 aZhu, Lei, Luke1 aKlotz, Anthony1 aKouchaki, Maryam  u/biblio/fragile-or-robust-differential-effects-gender-threats-workplace-among-men-and-women-002104nas a2200169   4500008004100000245016100041210006900202260000900271300001200280490000700292520143300299653001501732100001901747700001901766700001901785856013001804       2018                        eng d00aContributing from Inside the Outer Circle: The Identity-Based Effects of Noncore Role Incumbents on Group Relational Coordination and Organizational Climate0 aContributing from Inside the Outer Circle The IdentityBased Effe  c2018  a680-7030 v433 aTo function optimally, most workgroups need an interdependent mix of members in strategically core and noncore roles who work effectively together. However, whereas researchers have investigated the contributions of star performers and strategically core group members, relatively little is known about individuals in noncore roles and how they may facilitate group functioning and contribute to the relational climate of organizations. In this paper, we develop a multi-level, bottom-up model that explains two paths through which employees in noncore roles facilitate the dissemination of relational coordination in organizations. We leverage insights from self-categorization theory and relational coordination theory to explain different ways in which noncore role incumbents attempt to enact their noncore role identities. Then, we describe how the relational stances of those occupying core roles can enable or hinder the identity validation of those in noncore roles, and how validating the role-based identities of members in noncore roles fosters relational coordination at the group level while fostering positive identification with noncore roles. Finally, we theorize how relational coordination facilitated by noncore role incumbents contributes to the relational climate of the organization, which subsequently motivates core role incumbents throughout the organization to support their teammates in noncore roles.10aManagement1 aBolinger, Alex1 aKlotz, Anthony1 aLeavitt, Keith  u/biblio/contributing-inside-outer-circle-identity-based-effects-noncore-role-incumbents-group00659nas a2200181   4500008004100000245010200041210006900143260000900212300001200221490000700233653001500240653001400255100001900269700002000288700001800308700002100326856013000347       2018                        eng d00aExamining the Nature, Causes, and Consequences of Profiles of Organizational Citizenship Behavior0 aExamining the Nature Causes and Consequences of Profiles of Orga  c2018  a629-6470 v3910aManagement10aMarketing1 aKlotz, Anthony1 aBolino, Mark, C1 aSong, Hairong1 aStornelli, Jason  u/biblio/examining-nature-causes-and-consequences-profiles-organizational-citizenship-behavior00666nas a2200193   4500008004100000245009200041210006900133260000900202300001400211490000800225653001500233100001900248700001200267700001800279700002000297700001200317700002200329856012100351       2018                        eng d00aGood Actors but Bad Apples: Deviant Consequences of Daily Impression Management at Work0 aGood Actors but Bad Apples Deviant Consequences of Daily Impress  c2018  a1145-11540 v10310aManagement1 aKlotz, Anthony1 aHe, Wei1 aYam, Kai, Chi1 aBolino, Mark, C1 aWei, Wu1 aHouston, Lawrence  u/biblio/good-actors-bad-apples-deviant-consequences-daily-impression-management-work00512nas a2200145   4500008004100000245010100041210006900142260000900211300001400220490000700234653001500241100001900256700002900275856006200304       2018                        eng d00aRecruiting under the influence: New labor market entrants' reactions to workplace drinking norms0 aRecruiting under the influence New labor market entrants reactio  c2018  a1303-13160 v5710aManagement1 aKlotz, Anthony1 aVeiga, Serge, Pires da M  uhttps://onlinelibrary.wiley.com/doi/abs/10.1002/hrm.2190600616nas a2200157   4500008004100000245011600041210006900157260000900226300001200235490000700247653001500254100001700269700001900286700001900305856013400324       2017                        eng d00aBlue skies and black boxes: The promise (and practice) of grounded theory in human resource management research0 aBlue skies and black boxes The promise and practice of grounded   c2017  a291-3050 v2710aManagement1 aMurphy, Chad1 aKlotz, Anthony1 aKreiner, Glenn  u/biblio/blue-skies-and-black-boxes-promise-and-practice-grounded-theory-human-resource-management00639nas a2200169   4500008004100000245011400041210006900155260000900224300001200233490000700245653001500252100001800267700001900285700001200304700002000316856013300336       2017                        eng d00aFrom good soldiers to psychologically entitled: Examining when and why citizenship behavior leads to deviance0 aFrom good soldiers to psychologically entitled Examining when an  c2017  a373-3960 v6010aManagement1 aYam, Kai, Chi1 aKlotz, Anthony1 aHe, Wei1 aReynolds, Scott  u/biblio/good-soldiers-psychologically-entitled-examining-when-and-why-citizenship-behavior-leads00419nas a2200121   4500008004100000245005400041210005400095260000900149653001500158100001700173700001900190856008800209       2017                        eng d00aHow to motivate employees to go beyond their jobs0 aHow to motivate employees to go beyond their jobs  c201710aManagement1 aBolino, Mark1 aKlotz, Anthony  u/biblio/how-motivate-employees-go-beyond-their-jobs00659nas a2200205   4500008004100000245006400041210006300105260000900168300001400177490000800191653001500199100002400214700002000238700001900258700001800277700002900295700001800324700001700342856009400359       2017                        eng d00aWorkplace status: The development and validation of a scale0 aWorkplace status The development and validation of a scale  c2017  a1124-11470 v10210aManagement1 aDjurdjevic, Emilija1 aStoverink, Adam1 aKlotz, Anthony1 aKoopman, Joel1 aVeiga, Serge, Pires da M1 aYam, Kai, Chi1 aChiang, Jack  u/biblio/workplace-status-development-and-validation-scale00352nas a2200121   4500008004100000245003400041210003400075260000900109653001500118100001900133700002000152856005800172       2016                        eng d00a7 ways people quit their jobs0 a7 ways people quit their jobs  c201610aManagement1 aKlotz, Anthony1 aBolino, Mark, C  uhttps://hbr.org/2016/09/7-ways-people-quit-their-jobs00596nas a2200157   4500008004100000245010100041210006900142260000900211300001400220490000700234653001500241100001700256700001900273700001800292856012800310       2016                        eng d00aThe implications of turning down an expatriate assignment: A psychological contracts perspective0 aimplications of turning down an expatriate assignment A psycholo  c2016  a1816-18410 v2810aManagement1 aBolino, Mark1 aKlotz, Anthony1 aTurnley, Bill  u/biblio/implications-turning-down-expatriate-assignment-psychological-contracts-perspective00557nas a2200133   4500008004100000245009200041210006900133260002200202653001500224100001900239700002100258700001900279856012500298       2016                        eng d00aManning-up through misappropriation: Threats to masculinity increase unethical behavior0 aManningup through misappropriation Threats to masculinity increa  aAnaheim, CAc201610aManagement1 aLeavitt, Keith1 aKouchaki, Maryam1 aKlotz, Anthony  u/biblio/manning-through-misappropriation-threats-masculinity-increase-unethical-behavior00662nas a2200181   4500008004100000245010600041210006900147260000900216300001200225490000800237653001500245100001800260700001500278700001500293700001900308700002000327856013300347       2016                        eng d00aOut of control: A self-control perspective on the link between surface acting and abusive supervision0 aOut of control A selfcontrol perspective on the link between sur  c2016  a292-3010 v10110aManagement1 aYam, Kai, Chi1 aFehr, Ryan1 aKeng, Fong1 aKlotz, Anthony1 aReynolds, Scott  u/biblio/out-control-self-control-perspective-link-between-surface-acting-and-abusive-supervision00508nas a2200145   4500008004100000245006800041210006800109260000900177653001500186100001800201700001900219700001200238700002000250856009200270       2016                        eng d00aPushing employees to go the extra mile can be counterproductive0 aPushing employees to go the extra mile can be counterproductive  c201610aManagement1 aYam, Kai, Chi1 aKlotz, Anthony1 aHe, Wei1 aReynolds, Scott  uhttps://hbr.org/2016/09/pushing-employees-to-go-the-extra-mile-can-be-counterproductive00645nas a2200157   4500008004100000245013000041210006900171260000900240300000900249490000700258653001500265653003200280100001900312700002000331856013600351       2016                        eng d00aResearch on the dark side of personality traits in entrepreneurship: Observations from an organizational behavior perspective0 aResearch on the dark side of personality traits in entrepreneurs  c2016  a7-170 v4010aManagement10aStrategy & Entrepreneurship1 aKlotz, Anthony1 aNeubaum, Donald  u/biblio/research-dark-side-personality-traits-entrepreneurship-observations-organizational-behavior00544nas a2200145   4500008004100000245008800041210006900129260000900198300001400207490000800221653001500229100001900244700001700263856011800280       2016                        eng d00aSaying goodbye: The nature, causes, and consequences of employee resignation styles0 aSaying goodbye The nature causes and consequences of employee re  c2016  a1386-14040 v10110aManagement1 aKlotz, Anthony1 aBolino, Mark  u/biblio/saying-goodbye-nature-causes-and-consequences-employee-resignation-styles00611nas a2200145   4500008004100000245014100041210006900182260000900251300001000260490000600270653001500276100001700291700001900308856013800327       2015                        eng d00aThe paradox of the unethical organizational citizen: The link between organizational citizenship behavior and unethical behavior at work0 aparadox of the unethical organizational citizen The link between  c2015  a45-490 v110aManagement1 aBolino, Mark1 aKlotz, Anthony  u/biblio/paradox-unethical-organizational-citizen-link-between-organizational-citizenship-behavior-and00510nas a2200145   4500008004100000245007600041210006800117260000900185300001100194490000700205653001500212100001900227700002000246856009800266       2015                        eng d00aOn the turning away: An exploration of the employee resignation process0 aturning away An exploration of the employee resignation process  c2015  a51-1190 v3310aManagement1 aKlotz, Anthony1 aZimmerman, Ryan  u/biblio/turning-away-exploration-employee-resignation-process00646nas a2200169   4500008004100000245011500041210006900156260000900225300001200234490000700246653001500253100001800268700002200286700001500308700001900323856013400342       2015                        eng d00aWhen conflict helps: Integrating evidence for beneficial conflict in groups and teams under three perspectives0 aWhen conflict helps Integrating evidence for beneficial conflict  c2015  a243-2720 v1910aManagement1 aBradley, Bret1 aAnderson, Heather1 aBaur, John1 aKlotz, Anthony  u/biblio/when-conflict-helps-integrating-evidence-beneficial-conflict-groups-and-teams-under-three00615nas a2200181   4500008004100000245007700041210006900118260000900187300001300196490000700209653001500216100002100231700001900252700001900271700001700290700001800307856010800325       2014                        eng d00aEntrepreneurship research (1985-2009) and the emergence of opportunities0 aEntrepreneurship research 19852009 and the emergence of opportun  c2014  a981-10000 v3810aManagement1 aBusenitz, Lowell1 aPlummer, Larry1 aKlotz, Anthony1 aShahzad, Ali1 aRhoads, Kevin  u/biblio/entrepreneurship-research-1985-2009-and-emergence-opportunities02217nas a2200169   4500008004100000245005000041210004600091260000900137300001200146490000700158520173100165653001501896100001701911700001901928700001501947856008501962       2014                        eng d00aThe impact of impression management over time0 aimpact of impression management over time  c2014  a266-2840 v293 aPurpose – The purpose of these studies was to investigate how the repeated use of impression<br>management (IM) tactics are related to supervisor perceptions in newly formed supervisorsubordinate<br>dyads.<br>Design/methodology/approach – Two studies were conducted—a lab study in which<br>participants evaluated a confederate who performed an accounting task while using different<br>types of IM across five trials, and a field study examining the IM tactics of new employees and<br>their supervisors’ ratings of likability and performance at two points in time.<br>Findings – In the lab study, the repeated use of ingratiation had an increasingly positive effect<br>on performance ratings, whereas repeated apologies had an increasingly negative effect on<br>evaluations of performance. The influence of IM tactics on ratings of subordinate likability, did<br>not change with repeated use. In the field study, subordinates’ use of apologies and justifications<br>was more strongly associated with supervisor evaluations of likability and performance in earlier<br>stages of their relationship.<br>Practical Implications – Employees need to be mindful that IM tactics may vary in their<br>effectiveness depending on the timing and frequency of their use. Furthermore, supervisors<br>should consider the initial influence that IM has on their ability to objectively evaluate new<br>subordinates.<br>Originality/value – This research is unique in that it examined how the repeated use of both<br>assertive (i.e., ingratiation and self-promotion) and defensive (i.e., apologies and justifications)<br>IM tactics are related to both evaluations of likability and performance ratings at multiple points<br>in time.10aManagement1 aBolino, M, C1 aKlotz, Anthony1 aDaniels, D  u/biblio/impact-impression-management-over-time-000591nas a2200169   4500008004100000245008200041210006900123260000900192300001200201490000700213653001500220100001900235700002000254700001800274700001900292856011000311       2014                        eng d00aNew venture teams: A review of the literature and roadmap for future research0 aNew venture teams A review of the literature and roadmap for fut  c2014  a226-2550 v4010aManagement1 aKlotz, Anthony1 aHmieleski, K, M1 aBradley, B, H1 aBusenitz, L, W  u/biblio/new-venture-teams-review-literature-and-roadmap-future-research-000526nas a2200145   4500008004100000245007600041210006900117260000900186300001200195490000700207653001500214100001900229700001700248856011500265       2013                        eng d00aCitizenship and counterproductive work behavior: A moral licensing view0 aCitizenship and counterproductive work behavior A moral licensin  c2013  a292-3060 v3810aManagement1 aKlotz, Anthony1 aBolino, M, C  u/biblio/citizenship-and-counterproductive-work-behavior-moral-licensing-view-000558nas a2200169   4500008004100000245006700041210006700108260000900175300001200184490000700196653001500203100001700218700001900235700001800254700001400272856010200286       2013                        eng d00aExploring the dark side of organizational citizenship behavior0 aExploring the dark side of organizational citizenship behavior  c2013  a542-5590 v3410aManagement1 aBolino, M, C1 aKlotz, Anthony1 aTurnley, W, H1 aHarvey, J  u/biblio/exploring-dark-side-organizational-citizenship-behavior-000551nas a2200145   4500008004100000245009100041210006900132260000900201300001200210490000700222653001500229100001900244700001800263856012400281       2013                        eng d00aA historical perspective of counterproductive work behavior targeting the organization0 ahistorical perspective of counterproductive work behavior target  c2013  a114-1320 v1910aManagement1 aKlotz, Anthony1 aBuckley, M, R  u/biblio/historical-perspective-counterproductive-work-behavior-targeting-organization-000631nas a2200169   4500008004100000245010400041210006900145260000900214300001200223490000700235653001500242100001800257700001900275700002400294700001600318856012700334       2013                        eng d00aReady to rumble: How team personality composition and task conflict interact to improve performance0 aReady to rumble How team personality composition and task confli  c2013  a385-3920 v9810aManagement1 aBradley, B, H1 aKlotz, Anthony1 aPostlethwaite, B, E1 aBrown, K, G  u/biblio/ready-rumble-how-team-personality-composition-and-task-conflict-interact-improve-000627nas a2200169   4500008004100000245010100041210006900142260000900211300001400220490000700234653001500241100001900256700002500275700001800300700001300318856012600331       2013                        eng d00aThe role of trustworthiness in recruitment and selection: A review and guide for future research0 arole of trustworthiness in recruitment and selection A review an  c2013  aS104-S1190 v3410aManagement1 aKlotz, Anthony1 aVeiga, S, P da Motta1 aBuckley, M, R1 aGavin, M  u/biblio/role-trustworthiness-recruitment-and-selection-review-and-guide-future-research-000668nas a2200181   4500008004100000245010700041210006900148260000900217300001200226490000700238653001500245100001800260700002400278700001900302700001800321700001600339856013100355       2012                        eng d00aReaping the benefits of task conflict in teams: The critical role of team psychological safety climate0 aReaping the benefits of task conflict in teams The critical role  c2012  a151-1580 v9710aManagement1 aBradley, B, H1 aPostlethwaite, B, E1 aKlotz, Anthony1 aHamdani, M, R1 aBrown, K, G  u/biblio/reaping-benefits-task-conflict-teams-critical-role-team-psychological-safety-climate-000605nas a2200145   4500008004100000245013500041210006900176260000900245300001200254490000700266653001500273100001900288700001800307856013400325       2010                        eng d00aWhere everybody knows your name: What big business might learn from small business concerning the prevention of workplace violence0 aWhere everybody knows your name What big business might learn fr  c2010  a571-5790 v5310aManagement1 aKlotz, Anthony1 aBuckley, M, R  u/biblio/where-everybody-knows-your-name-what-big-business-might-learn-small-business-concerning-0