00541nas a2200133   4500008004100000245009200041210006900133260000900202653001500211100002400226700001700250700001500267856012500282       2023                        eng d00aWorkplace Gossip: An Integrative Review of its Antecedents, Functions, and Consequences0 aWorkplace Gossip An Integrative Review of its Antecedents Functi  c202310aManagement1 aSchilpzand, Pauline1 aSun, Tianjun1 aLiu, Yihao  u/biblio/workplace-gossip-integrative-review-its-antecedents-functions-and-consequences-000600nas a2200133   4500008004100000245013800041210006900179260000900248653001500257100002400272700002000296700001800316856013200334       2022                        eng d00aSick on the day of the interview? Effects of presenteeism on selection outcomes and the moderating role of raters' perspective?taking0 aSick on the day of the interview Effects of presenteeism on sele  c202210aManagement1 aSchilpzand, Pauline1 aRestubog, Simon1 aChen, Yueyang  u/biblio/sick-day-interview-effects-presenteeism-selection-outcomes-and-moderating-role-raters-000656nas a2200169   4500008004100000245011900041210006900160260000900229300001200238490000700250653001500257100001600272710001800288700002400306700001800330856013800348       2020                        eng d00aHow and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy0 aHow and When Humble Leadership Facilitates Employee Job Performa  c2020  a169-1840 v2810aManagement1 aCho, Jeewon1 aEmptyAuthNode1 aSchilpzand, Pauline1 aPaterson, Ted  u/biblio/how-and-when-humble-leadership-facilitates-employee-job-performance-roles-feeling-trusted-and00643nas a2200157   4500008004100000245014100041210006900182260000900251300001400260490000700274653001500281100002400296700002200320700001600342856012700358       2018                        eng d00aNot Too Tired to be Proactive: Daily Empowering Leadership Spurs Next-Morning Employee Proactivity as Moderated by Nightly Sleep Quality0 aNot Too Tired to be Proactive Daily Empowering Leadership Spurs   c2018  a2367-23870 v6110aManagement1 aSchilpzand, Pauline1 aHouston, Lawrence1 aCho, Jeewon  u/biblio/not-too-tired-be-proactive-daily-empowering-leadership-spurs-next-morning-employee00575nas a2200121   4500008004100000245014500041210006900186260000900255653001500264100002400279700001500303856013500318       2018                        eng d00aWhen and How Experienced Incivility Dissuades Proactive Performance: An Integration of Sociometer and Self-Identity Orientation Perspectives0 aWhen and How Experienced Incivility Dissuades Proactive Performa  c201810aManagement1 aSchilpzand, Pauline1 aHuang, Lei  u/biblio/when-and-how-experienced-incivility-dissuades-proactive-performance-integration-sociometer00557nas a2200133   4500008004100000245009300041210006900134260003000203653001500233100002400248700001600272700002200288856011300310       2017                        eng d00aThe daily Effects of Humble (Caring) Leadership Depend on Whether the Leader is Abusive.0 adaily Effects of Humble Caring Leadership Depend on Whether the   aCopenhagen, Denmarkc201710aManagement1 aSchilpzand, Pauline1 aCho, Jeewon1 aHouston, Lawrence  u/biblio/daily-effects-humble-caring-leadership-depend-whether-leader-abusive00563nas a2200157   4500008004100000245008000041210006900121260000900190300001200199490000700211653001500218100002100233700002400254700001200278856011500290       2017                        eng d00aNot what you expected to hear: Accented messages and their effect on choice0 aNot what you expected to hear Accented messages and their effect  c2017  a804-8330 v4310aManagement1 aLivingston, B, A1 aSchilpzand, Pauline1 aErez, A  u/biblio/not-what-you-expected-hear-accented-messages-and-their-effect-choice-000492nas a2200121   4500008004100000245007500041210006900116260001800185653001500203100002400218700001500242856011300257       2017                        eng d00aSymposium: Workplace incivility: new frontiers and research directions0 aSymposium Workplace incivility new frontiers and research direct  aAtlantac201710aManagement1 aSchilpzand, Pauline1 aHuang, Lei  u/biblio/symposium-workplace-incivility-new-frontiers-and-research-directions00529nas a2200121   4500008004100000245009400041210006900135260002300204653001500227100002400242700001600266856012500282       2016                        eng d00aEmployee homesickness: Remote employees reactions to being removed from relational others0 aEmployee homesickness Remote employees reactions to being remove  aPortland, ORc201610aManagement1 aSchilpzand, Pauline1 aCho, Jeewon  u/biblio/employee-homesickness-remote-employees-reactions-being-removed-relational-others00622nas a2200133   4500008004100000245015100041210006900192260002200261653001500283100001600298700002400314700001800338856013200356       2016                        eng d00aHow and when leader humility affects follower task and extra-role performance. A moderated mediation model of job autonomy and employee-felt trust0 aHow and when leader humility affects follower task and extrarole  aAnaheim, CAc201610aManagement1 aCho, Jeewon1 aSchilpzand, Pauline1 aPaterson, Ted  u/biblio/how-and-when-leader-humility-affects-follower-task-and-extra-role-performance-moderated00592nas a2200157   4500008004100000245013100041210006900172260003100241300001000272490000800282653001500290100002400305700001900329700001500348856007100363       2016                        eng d00aIncivility hates company: Shared Incivility Attenuates Rumination, Stress, and Psychological Withdrawal by Reducing Self-blame0 aIncivility hates company Shared Incivility Attenuates Rumination  aAtlanta, GA/Elsevierc2016  a33-440 v13310aManagement1 aSchilpzand, Pauline1 aLeavitt, Keith1 aLim, Sandy  uhttp://www.sciencedirect.com/science/article/pii/S074959781630073500464nas a2200121   4500008004100000245006300041210006200104260002200166653001500188100002400203700001600227856009900243       2016                        eng d00aTRUST IN ORGANIZATIONS: NOVEL DIRECTIONS AND NEW FRONTIERS0 aTRUST IN ORGANIZATIONS NOVEL DIRECTIONS AND NEW FRONTIERS  aAnaheim, CAc201610aManagement1 aSchilpzand, Pauline1 aCho, Jeewon  u/biblio/trust-organizations-novel-directions-and-new-frontiers00571nas a2200157   4500008004100000245008400041210006900125260001600194300001200210490000700222653001500229100002400244700002000268700001500288856011000303       2016                        eng d00aWorkplace incivility: A review of the literature and agenda for future research0 aWorkplace incivility A review of the literature and agenda for f  aWileyc2016  aS57-S880 v3710aManagement1 aSchilpzand, Pauline1 aDe Pater, Irene1 aErez, Amir  u/biblio/workplace-incivility-review-literature-and-agenda-future-research00421nas a2200121   4500008004100000245004700041210004600088260002400134653001500158100002400173700001600197856008600213       2015                        eng d00aEmployee homesickness: Causes and Outcomes0 aEmployee homesickness Causes and Outcomes  aKauai, Hawaiic201510aManagement1 aSchilpzand, Pauline1 aCho, Jeewon  u/biblio/employee-homesickness-causes-and-outcomes00555nas a2200121   4500008004100000245010600041210006900147260002400216653001500240100001600255700002400271856013800295       2015                        eng d00aGroup Dynamic in Abusive Supervision: Boundary Conditions for Relational and Collective Self-Concepts0 aGroup Dynamic in Abusive Supervision Boundary Conditions for Rel  aKauai, Hawaiic201510aManagement1 aCho, Jeewon1 aSchilpzand, Pauline  u/biblio/group-dynamic-abusive-supervision-boundary-conditions-relational-and-collective-self-concepts00712nas a2200181   4500008004100000245014700041210006900188260000900257300001400266490000700280653001500287100001500302700002400317700001900341700001400360700001900374856013700393       2015                        eng d00aInherently Relational: Interactions Between Peers' and Individuals' Personalities Impact Reward Giving and Appraisal of Individual Performance0 aInherently Relational Interactions Between Peers and Individuals  c2015  a1761-17840 v5810aManagement1 aErez, Amir1 aSchilpzand, Pauline1 aLeavitt, Keith1 aWoolum, A1 aJudge, Timothy  u/biblio/inherently-relational-interactions-between-peers-and-individuals-personalities-impact-reward00513nas a2200157   4500008004100000245007700041210006900118260003400187300001000221490000700231653001500238100002400253700001400277700001900291856004500310       2014                        eng d00aAn Inductively-Generated Typology and Process Model of Workplace Courage0 aInductivelyGenerated Typology and Process Model of Workplace Cou  aCatonsville, MD/Informsc2014  a52-770 v2610aManagement1 aSchilpzand, Pauline1 aHekman, D1 aMitchell, T, R  uhttp://dx.doi.org/10.1287/orsc.2014.092803066nas a2200157   4500008004100000245006300041210006300104260002600167300001000193520251600203653001502719100003102734700002402765700002102789856009802810       2013                        eng d00aDyadic Fit and the Process of Organizational Socialization0 aDyadic Fit and the Process of Organizational Socialization  aWiley-Blackwellc2013  a50-743 aPerson-environment fit matters. Research has repeatedly shown that employees who fit with their jobs, their work groups, and their organizations are more committed and more satisfied (Kristof-Brown, Barrick, & Stevens, 2005). However, despite the demonstrated importance of person-environment fit, there has been a notable absence of research on interpersonal, dyadic fit at work (Ferris, Liden, Munyon, Summers, Basik, & Buckley, 2009). This is a surprising omission, because most people only feel like they really “fit” in a job if they have positive dyadic relationships with their co-workers and supervisor. As such, our understanding of behavior at work is incomplete if we fail to take the role of person-to-person relationships into account. There is also a practical, operational side to understanding dyadic relationships at work, because they facilitate the exchange of information and resources (e.g., Ibarra, Kilduff, & Tsai, 2005; Labianca & Brass, 2006; Nebus, 2006). Unfortunately, research on social relationships at work does not yet reflect the rich body of knowledge that has been amassed in other fields (Barry & Crant, 2000). Thus, while we know that interpersonal relationships are important, we currently do not know a great deal about these relationships in organizational contexts. <br>In this chapter, we outline a model of how person-environment fit develops in the course of social interactions among established organizational members and those who are new to the organization. The focus on the initial period of relationship development (i.e. organizational socialization) will help to illustrate a number of important processes that occur primarily in the initial acquaintance phase and unfold as individuals come to know one another better. Our theoretical development will proceed from a relationship science perspective (e.g., Berscheid, 1999; Kelley et al., 1983). This perspective offers insights that have been unexplored in both the person-environment fit and organizational socialization literatures, including an increased understanding of how people come to have close affective bonds with one another, a better set of tools for discussing the processes of social acceptance (and rejection), and a useful typology for differentiating types of relationships. To date, there has been only limited transfer of this material into the organizational behavior literature (for exceptions, see Ferris et al., 2009; Poteat, Shockley, & Allen, 2009; or Ragins & Dutton, 2007).10aManagement1 aKammeyer-Mueller, John, D.1 aSchilpzand, Pauline1 aRubenstein, Alex  u/biblio/dyadic-fit-and-process-organizational-socialization-001642nas a2200193   4500008004100000245010400041210006900145260000900214300001400223490000700237520094300244653001501187100001901202700002301221700002701244700002401271700002001295856013301315       2012                        eng d00aDifferent hats, different obligations: Plural occupational identities and situated moral judgments.0 aDifferent hats different obligations Plural occupational identit  c2012  a1316-13330 v553 aIt is well understood that moral identity substantially influences moral judgments. However, occupational identities are also replete with moral content, and individuals may have multiple occupational identities within a given work role (e.g., engineer-manager). Consequently, we apply the lenses of moral universalism and moral particularism to categorize occupational identities and explore their moral prescriptions. We present and test a model of occupational identities as implicitly-held and dynamically-activated knowledge structures, cued by context and containing associated content about the absolute and/or relationship-dependent moral obligations owed by the actor to stakeholders. Results from one field study and two situated experiments with dual-occupation individuals indicate that moral obligations embedded in occupational identities influence actors’ work-role moral judgments in a predictable and meaningful manner.10aManagement1 aLeavitt, Keith1 aReynolds, Scott, J1 aBarnes, Christopher, M1 aSchilpzand, Pauline1 aHannah, Sean, T  u/biblio/different-hats-different-obligations-plural-occupational-identities-and-situated-moral-000709nas a2200193   4500008004100000245010400041210006900145260000900214300001300223490000700236653001500243100002100258700001700279700001900296700002600315700002400341700001900365856013100384       2010                        eng d00aAn examination of whether and how racial and gender biases influence customer satisfaction ratings.0 aexamination of whether and how racial and gender biases influenc  c2010  a238-264.0 v5310aManagement1 aHekman, David, R1 aAquino, Karl1 aOwens, Bradley1 aMitchell, Terrence, R1 aSchilpzand, Pauline1 aLeavitt, Keith  u/biblio/examination-whether-and-how-racial-and-gender-biases-influence-customer-satisfaction-000606nas a2200133   4500008004000000245013800040210006900178260001800247653001500265100002400280700002000304700001800324856013000342       0                           engd00aSick on the day of the interview? Effects of presenteeism on selection outcomes and the moderating role of raters' perspective?taking0 aSick on the day of the interview Effects of presenteeism on sele  c2022 In Press10aManagement1 aSchilpzand, Pauline1 aRestubog, Simon1 aChen, Yueyang  u/biblio/sick-day-interview-effects-presenteeism-selection-outcomes-and-moderating-role-raters00547nas a2200133   4500008004000000245009200040210006900132260001800201653001500219100002400234700001700258700001500275856012300290       0                           engd00aWorkplace Gossip: An Integrative Review of its Antecedents, Functions, and Consequences0 aWorkplace Gossip An Integrative Review of its Antecedents Functi  c2022 In Press10aManagement1 aSchilpzand, Pauline1 aSun, Tianjun1 aLiu, Yihao  u/biblio/workplace-gossip-integrative-review-its-antecedents-functions-and-consequences