00588nas 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-000588nas 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-women00637nas a2200145   4500008004100000245013800041210006900179260000900248653001500257100001900272700001900291700002500310700002600335856013000361       2021                        eng d00aThe Machine hums! Addressing ontological and normative concerns regarding machine learning applications in organizational scholarship0 aMachine hums Addressing ontological and normative concerns regar  c202110aManagement1 aLeavitt, Keith1 aSchabram, Kira1 aHariharan, Prashanth1 aBarnes, Christoper, M  u/biblio/machine-hums-addressing-ontological-and-normative-concerns-regarding-machine-learning00739nas a2200265   4500008004100000245003600041210003600077260000900113300001200122490000800134653001500142100002000157700001500177700002200192700001900214700002300233700002000256700002000276700002000296700002400316700002100340700002100361710001800382856007300400       2020                        eng d00aCreative destruction in science0 aCreative destruction in science  c2020  a291-3090 v16110aManagement1 aTierney, Warren1 aHardy, Jay1 aEbersole, Charlie1 aLeavitt, Keith1 aViagnola, Domenico1 aClemente, Elena1 aGordon, Michael1 aDreber, Anna, A1 aJohannesson, Magnus1 aPfeiffer, Thomas1 aUhlmann, Eric, L1 aEmptyAuthNode  u/biblio/creative-destruction-science01926nas a2200157   4500008004100000245008300041210006900124260000900193490000800202520137100210653001201581653001501593100002401608700001901632856011701651       2020                        eng d00aExperimental Shareholder Activism: A Novel Approach to Organizational Research0 aExperimental Shareholder Activism A Novel Approach to Organizati  c20200 v1203 aDecision making processes and consequent policy decisions of top management teams often have tremendous impact on employee careers and wellbeing, but the difficulty of accessing executive decision making has made studying such processes especially difficult. Whereas scholars have often relied on their own professional networks to gather small samples of executives or leveraged proxy measures compiled from publicly-available documents, we propose and demonstrate an alternative approach which we term Experimental Shareholder Activism (ESA). ESA allows researchers to directly study executive leadership via the shareholder proposal process—under Rule 14a-8—by purchasing relatively small amounts of stock in a company, and experimentally manipulating features of shareholder proposals to elicit responses from key stakeholders within the company. This approach allows for the direct examination of executive decision making with the benefit of quasi-experimental design. We describe the method, identify vocational and career-relevant areas of inquiry best suited to ESA, and discuss manipulations readily embedded in shareholder proposals. We then provide a toolkit for scholars interested in studying executive decision making on employee career and Human Resource-related outcomes, and demonstrate the viability of such an approach via a pilot experiment.10aFinance10aManagement1 aKalodimos, Jonathan1 aLeavitt, Keith  u/biblio/experimental-shareholder-activism-novel-approach-organizational-research00665nas a2200169   4500008004100000245012200041210006900163260000900232300001100241490000700252653001500259100002100274700002400295700002000319700001900339856013700358       2020                        eng d00aFeeling Activated and Acting Unethically: The Influence of Activated Mood on Unethical Behavior to Benefit a Teammate0 aFeeling Activated and Acting Unethically The Influence of Activa  c2020  a95-1230 v7310aManagement1 aGardner, Richard1 aUmphress, Elizabeth1 aStoverink, Adam1 aLeavitt, Keith  u/biblio/feeling-activated-and-acting-unethically-influence-activated-mood-unethical-behavior-benefit00548nas a2200145   4500008004100000245008200041210006900123260000900192653001500201100001900216700001900235700002700254700002000281856010100301       2020                        eng d00aGhost in the machine: On organizational theory in the age of machine learning0 aGhost in the machine On organizational theory in the age of mach  c202010aManagement1 aLeavitt, Keith1 aSchabram, Kira1 aBarnes, Christopher, M1 aPrashanth, Hari  u/biblio/ghost-machine-organizational-theory-age-machine-learning00716nas a2200181   4500008004100000245016100041210006900202260000900271300001000280490000800290653001500298100001400313700002600327700001900353700001300372700001300385856013600398       2020                        eng d00aLead the Horse to Water, but Don't Make Him Drink: The Effects of Moral Identity Symbolization on Coworker Behavior Depend on Perceptions of Proselytization0 aLead the Horse to Water but Dont Make Him Drink The Effects of M  c2020  a53-680 v15610aManagement1 aZhu, Luke1 aRestubog, Simon, L.D.1 aLeavitt, Keith1 aWang, Mo1 aZhou, Le  u/biblio/lead-horse-water-dont-make-him-drink-effects-moral-identity-symbolization-coworker-behavior00569nas a2200145   4500008004100000245009100041210006900132260000900201653001500210100001900225700002700244700002000271700002100291856011100312       2019                        eng d00aFrom the Bedroom to the Office: Workplace Spillover Effects of Marital Sexual Activity0 aFrom the Bedroom to the Office Workplace Spillover Effects of Ma  c201910aManagement1 aLeavitt, Keith1 aBarnes, Christopher, M1 aWatkins, Trevor1 aWagner, David, T  u/biblio/bedroom-office-workplace-spillover-effects-marital-sexual-activity00525nas a2200133   4500008004100000245008600041210006900127260000900196653001500205100001900220700001400239700001900253856011900272       2019                        eng d00aUsing Electronic Confederates for Experimental Research in Organizational Science0 aUsing Electronic Confederates for Experimental Research in Organ  c201910aManagement1 aLeavitt, Keith1 aQiu, Feng1 aShapiro, Debra  u/biblio/using-electronic-confederates-experimental-research-organizational-science00651nas a2200157   4500008004100000245012100041210006900162260000900231653001500240100002400255700002700279700001900306700001100325700002100336856013600357       2019                        eng d00aWhy so Serious? Experimental and Field Evidence that Morality and a Sense of Humor are Psychologically Incompatible.0 aWhy so Serious Experimental and Field Evidence that Morality and  c201910aManagement1 aYam, Kai, Chi (Sam)1 aBarnes, Christopher, M1 aLeavitt, Keith1 aWei, W1 aUhlmann, Eric, L  u/biblio/why-so-serious-experimental-and-field-evidence-morality-and-sense-humor-are-psychologically00671nas a2200181   4500008004100000245010000041210006900141260000900210300001400219490000700233653001500240100002700255700001800282700001900300700002400319700002400343856012200367       2018                        eng d00aArchival Data in Micro-Organizational Research: A Toolkit for Moving to a Broader Set of Topics0 aArchival Data in MicroOrganizational Research A Toolkit for Movi  c2018  a1453-14780 v4410aManagement1 aBarnes, Christopher, M1 aDang, Carolyn1 aLeavitt, Keith1 aGuarana, Christiano1 aUhlmann, Eric, Luis  u/biblio/archival-data-micro-organizational-research-toolkit-moving-broader-set-topics02104nas 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-group00476nas a2200145   4500008004100000245005000041210005000091260001800141653001500159100001400174700002100188700001500209700001900224856008700243       2018                        eng d00aMoral licensing effects of positive parenting0 aMoral licensing effects of positive parenting  aChicagoc201810aManagement1 aQiu, Feng1 aWagner, David, T1 aHuang, Lei1 aLeavitt, Keith  u/biblio/moral-licensing-effects-positive-parenting00633nas a2200145   4500008004100000245012100041210006900162260001800231653001500249100001800264700002700282700001900309700002100328856013800349       2018                        eng d00aWhy so Serious? Experimental and Field Evidence that Morality and a Sense of Humor are Psychologically Incompatible.0 aWhy so Serious Experimental and Field Evidence that Morality and  aChicagoc201810aManagement1 aYam, Kai, Chi1 aBarnes, Christopher, M1 aLeavitt, Keith1 aUhlmann, Eric, L  u/biblio/why-so-serious-experimental-and-field-evidence-morality-and-sense-humor-are-psychologically-000497nas a2200121   4500008004100000245008100041210006900122260002200191653001500213100001900228700001700247856011100264       2016                        eng d00aCashing in or selling out? Authenticity as moral capital in craft industries0 aCashing in or selling out Authenticity as moral capital in craft  aAnaheim, CAc201610aManagement1 aLeavitt, Keith1 aMurphy, Chad  u/biblio/cashing-or-selling-out-authenticity-moral-capital-craft-industries00585nas a2200145   4500008004100000245009200041210006900133260002200202653001500224100001900239700002700258700002000285700002100305856011300326       2016                        eng d00aFrom the bedroom to the office: Workplace spillover effects of marital sexual activity.0 aFrom the bedroom to the office Workplace spillover effects of ma  aAnaheim, CAc201610aManagement1 aLeavitt, Keith1 aBarnes, Christopher, M1 aWatkins, Trevor1 aWagner, David, T  u/biblio/bedroom-office-workplace-spillover-effects-marital-sexual-activity-000558nas a2200133   4500008004100000245010900041210006900150260000900219653001500228100001900243700001100262700001400273856013700287       2016                        eng d00aGood without knowing it: subtle contextual cues can activate moral identity and reshape moral intuition.0 aGood without knowing it subtle contextual cues can activate mora  c201610aManagement1 aLeavitt, Keith1 aZhu, L1 aAquino, K  u/biblio/good-without-knowing-it-subtle-contextual-cues-can-activate-moral-identity-and-reshape-moral00592nas 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/S074959781630073500557nas 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-behavior00712nas 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-reward00472nas a2200121   4500008004100000245007400041210006900115260000900184653001500193100001900208700002000227856010300247       2015                        eng d00aLying for who we are: An identity-based model of workplace dishonesty0 aLying for who we are An identitybased model of workplace dishone  c201510aManagement1 aLeavitt, Keith1 aSluss, David, M  u/biblio/lying-who-we-are-identity-based-model-workplace-dishonesty00558nas a2200145   4500008004100000245007500041210006900116260002400185653001500209100002400224700002100248700001900269700002000288856010400308       2015                        eng d00aNegative Mood and Helping a Cheater: The Moderating Role of Self-View.0 aNegative Mood and Helping a Cheater The Moderating Role of SelfV  aVacnouver, BCc201510aManagement1 aUmphress, Elizabeth1 aGardner, Richard1 aLeavitt, Keith1 aStoverink, Adam  u/biblio/negative-mood-and-helping-cheater-moderating-role-self-view00467nas a2200109   4500008004100000245009300041210006900134260000900203653001500212100001900227856011100246       2015                        eng d00aNo employee is an island: bringing the social self in to the study of workplace deviance0 aNo employee is an island bringing the social self in to the stud  c201510aManagement1 aLeavitt, Keith  u/biblio/no-employee-island-bringing-social-self-study-workplace-deviance-200479nas a2200109   4500008004100000245009300041210006900134260002100203653001500224100001900239856011100258       2015                        eng d00aNo employee is an island: bringing the social self in to the study of workplace deviance0 aNo employee is an island bringing the social self in to the stud  aBoston, MAc201510aManagement1 aLeavitt, Keith  u/biblio/no-employee-island-bringing-social-self-study-workplace-deviance-100482nas a2200109   4500008004100000245009300041210006900134260002600203653001500229100001900244856010900263       2015                        eng d00aNo employee is an island: bringing the social self in to the study of workplace deviance0 aNo employee is an island bringing the social self in to the stud  aMinneapolis, MNc201510aManagement1 aLeavitt, Keith  u/biblio/no-employee-island-bringing-social-self-study-workplace-deviance00479nas a2200109   4500008004100000245009300041210006900134260002100203653001500224100001900239856011100258       2015                        eng d00aNo employee is an island: bringing the social self in to the study of workplace deviance0 aNo employee is an island bringing the social self in to the stud  aTucson, AZc201510aManagement1 aLeavitt, Keith  u/biblio/no-employee-island-bringing-social-self-study-workplace-deviance-000504nas a2200145   4500008004100000245005700041210005700098260002400155653001500179100001900194700001700213700001400230700002000244856009400264       2015                        eng d00aSocial Consequences of Moral Identity Symbolizations0 aSocial Consequences of Moral Identity Symbolizations  aVancouver, BCc201510aManagement1 aLeavitt, Keith1 aAquino, Karl1 aZhu, Luke1 aSimon, Resutbog  u/biblio/social-consequences-moral-identity-symbolizations00490nas a2200109   4500008004100000245009200041210006900133260002200202653001500224100001900239856012200258       2014                        eng d00aLying for who we are: Motivated dishonesty in response to intractable identity threats.0 aLying for who we are Motivated dishonesty in response to intract  aOrlando, FLc201410aManagement1 aLeavitt, Keith  u/biblio/lying-who-we-are-motivated-dishonesty-response-intractable-identity-threats-000625nas a2200169   4500008004100000245010100041210006900142260000900211300001200220490000800232653001500240100002000255700002100275700001400296700001900310856012600329       2014                        eng d00aThe role of moral knowledge in everyday immorality: What does it matter if I know what is right?0 arole of moral knowledge in everyday immorality What does it matt  c2014  a124-1370 v12310aManagement1 aReynolds, Scott1 aDang, Carolyn, T1 aYam, K, C1 aLeavitt, Keith  u/biblio/role-moral-knowledge-everyday-immorality-what-does-it-matter-if-i-know-what-right00526nas a2200109   4500008004100000245011200041210006900153260002700222653001500249100001900264856013300283       2014                        eng d00aThis friendly world: How lucky and a non-adversarial worldview can enhance your productivity and happiness.0 aThis friendly world How lucky and a nonadversarial worldview can  aPhiladelphia, PAc201410aManagement1 aLeavitt, Keith  u/biblio/friendly-world-how-lucky-and-non-adversarial-worldview-can-enhance-your-productivity-and00475nas a2200121   4500008004100000245006800041210006600109260002200175653001500197100002100212700001900233856010100252       2013                        eng d00aFocusing capitalism on the forgotten internal stakeholder (PDW)0 aFocusing capitalism on the forgotten internal stakeholder PDW  aOrlando, FLc201310aManagement1 aHekman, David, R1 aLeavitt, Keith  u/biblio/focusing-capitalism-forgotten-internal-stakeholder-pdw-000576nas a2200157   4500008004100000245006600041210006400107260002200171653001500193100002400208700002700232700001900259700002300278700001800301856009900319       2013                        eng d00aHelping others cheat: The role of positive affect and liking.0 aHelping others cheat The role of positive affect and liking  aOrlando, FLc201310aManagement1 aGardner, Richard, G1 aUmphress, Elizabeth, E1 aLeavitt, Keith1 aStoverink, Adam, C1 aGriffin, R, W  u/biblio/helping-others-cheat-role-positive-affect-and-liking-000573nas a2200133   4500008004100000245010300041210006900144260002200213653001500235100001800250700001900268700001700287856013500304       2013                        eng d00aInteractions between peers’ and individuals’ personalities affect individiuals’ performance.0 aInteractions between peers and individuals personalities affect   aOrlando, FLc201310aManagement1 aErez, Amir, A1 aLeavitt, Keith1 aWoolum, Andy  u/biblio/interactions-between-peers-and-individuals-personalities-affect-individiuals-performance-000530nas a2200145   4500008004100000245006500041210006100106260002200167653001500189100001700204700002300221700001900244700002000263856010100283       2013                        eng d00aI/O Psychology's decline in effect-size magnitude over time.0 aIO Psychologys decline in effectsize magnitude over time  aHouston, TXc201310aManagement1 aBosco, Frank1 aA, Pierce, Charles1 aLeavitt, Keith1 aAguinis, Herman  u/biblio/io-psychologys-decline-effect-size-magnitude-over-time-000588nas a2200109   4500008004100000245018300041210006900224260002200293653001500315100001900330856012900349       2013                        eng d00aMindless Malfeasance: The role of implicit processes in unethical workplace behavior (part of PDW on The antecedents, management, and implications of unethical behavior at work).0 aMindless Malfeasance The role of implicit processes in unethical  aOrlando, FLc201310aManagement1 aLeavitt, Keith  u/biblio/mindless-malfeasance-role-implicit-processes-unethical-workplace-behavior-part-pdw-000501nas a2200133   4500008004100000245008200041210006900123260000900192300001200201490000600213653001500219100001900234856011400253       2013                        eng d00aPublication bias might make us untrustworthy, but the solutions may be worse.0 aPublication bias might make us untrustworthy but the solutions m  c2013  a298-3020 v610aManagement1 aLeavitt, Keith  u/biblio/publication-bias-might-make-us-untrustworthy-solutions-may-be-worse-100560nas a2200133   4500008004100000245009200041210006900133260002200202653001500224100002100239700002100260700001900281856012600300       2013                        eng d00aWorth what you're paid: A meaning maintenance model of compensation and self-promotion.0 aWorth what youre paid A meaning maintenance model of compensatio  aOrlando, FLc201310aManagement1 aWagner, David, T1 aBarnes, Chris, M1 aLeavitt, Keith  u/biblio/worth-what-youre-paid-meaning-maintenance-model-compensation-and-self-promotion-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-002061nas a2200205   4500008004100000245012400041210006900165260000900234300001200243490000700255520133100262653001501593100002101608700001901629700002201648700001801670700001801688700002401706856012501730       2012                        eng d00aGetting Explicit about the Implicit: A Taxonomy of Implicit Measures and Guide for their Use in Organizational Research0 aGetting Explicit about the Implicit A Taxonomy of Implicit Measu  c2012  a553-6010 v153 aAccumulated evidence from social and cognitive psychology suggests that many behaviors are driven by processes operating outside of awareness, and an array of implicit measures to capture such processes have been developed. Despite their potential application, implicit measures have received relatively modest attention within the organizational sciences, due in part to barriers to entry and uncertainty about appropriate use of available measures. The current paper is intended to serve as an implicit measurement “toolkit” for organizational scholars, and as such our goals are fourfold. First, we present theory critical to implicit measures, highlighting advantages of capturing implicit processes in organizational research. Second, we present a functional taxonomy of implicit measures (i.e., accessibility-based, association-based, and interpretation-based measures) and explicate assumptions and appropriate use of each. Third, we discuss key criteria to help researchers identify specific implicit measures most appropriate for their own work, including a discussion of principles for the psychometric validation of implicit measures. Fourth, we conclude by identifying avenues for impactful “next generation” research within the organizational sciences that would benefit from the use of implicit measures.10aManagement1 aUhlmann, Eric, L1 aLeavitt, Keith1 aMenges, Jochen, I1 aKoopman, Joel1 aHowe, Michael1 aJohnson, Russell, E  u/biblio/getting-explicit-about-implicit-taxonomy-implicit-measures-and-guide-their-use-000519nas a2200109   4500008004100000245008600041210006900127260005900196653001500255100001900270856012000289       2012                        eng d00aGetting explicit about the implicit: Nonconscious measures in management research0 aGetting explicit about the implicit Nonconscious measures in man  aVirginia Polytechnical Institute (Virginia Tech)c201210aManagement1 aLeavitt, Keith  u/biblio/getting-explicit-about-implicit-nonconscious-measures-management-research-000512nas a2200109   4500008004100000245009900041210006900140260002400209653001500233100001900248856013500267       2012                        eng d00aImplicit processes in organizational behavior: Research and practice next steps (Expert Panel)0 aImplicit processes in organizational behavior Research and pract  aSan Diego, CAc201210aManagement1 aLeavitt, Keith  u/biblio/implicit-processes-organizational-behavior-research-and-practice-next-steps-expert-panel-000614nas a2200157   4500008004100000245011800041210006900159260000900228300001200237490000700249653001500256100001900271700001500290700002000305856013100325       2011                        eng d00aAsking About Well-Being Gets You Half an Answer: Intra-Individual Processes of Implicit and Explicit Job Attitude0 aAsking About WellBeing Gets You Half an Answer IntraIndividual P  c2011  a672-6870 v3210aManagement1 aLeavitt, Keith1 aFong, C, T1 aGreenwald, A, G  u/biblio/asking-about-well-being-gets-you-half-answer-intra-individual-processes-implicit-and-000447nas a2200109   4500008004100000245006800041210006700109260002600176653001500202100001900217856010100236       2011                        eng d00aPositive Affect as a Motivator of Prosocial Unethical Behavior.0 aPositive Affect as a Motivator of Prosocial Unethical Behavior  aSan Antonio, TXc201110aManagement1 aLeavitt, Keith  u/biblio/positive-affect-motivator-prosocial-unethical-behavior-000518nas a2200109   4500008004100000245010800041210006900149260002600218653001500244100001900259856013000278       2011                        eng d00aWho matters and what's sacred? Professional identity exerts an automatic influence on moral processing.0 aWho matters and whats sacred Professional identity exerts an aut  aSan Antonio, TXc201110aManagement1 aLeavitt, Keith  u/biblio/who-matters-and-whats-sacred-professional-identity-exerts-automatic-influence-moral-000505nas a2200109   4500008004100000245009500041210006900136260002600205653001500231100001900246856013000265       2011                        eng d00aYou + Implicit: Using response latency-based implicit measures in organizational settings.0 aYou Implicit Using response latencybased implicit measures in or  aSan Antonio, TXc201110aManagement1 aLeavitt, Keith  u/biblio/you-implicit-using-response-latency-based-implicit-measures-organizational-settings-000600nas a2200157   4500008004100000245009600041210006900137260000900206300001200215490000700227653001500234100002300249700001900272700002400291856012700315       2010                        eng d00aAutomatic ethics: The effects of implicit assumptions and contextual cues on moral behavior0 aAutomatic ethics The effects of implicit assumptions and context  c2010  a752-7600 v9510aManagement1 aReynolds, Scott, J1 aLeavitt, Keith1 aDecelles, Katherine  u/biblio/automatic-ethics-effects-implicit-assumptions-and-contextual-cues-moral-behavior-100709nas 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-000505nas a2200121   4500008004100000245008300041210006900124260002700193653001500220100001900235700001600254856011300270       2010                        eng d00aLying for Who We Are:  Social and Relational Identity as Drivers of Dishonesty0 aLying for Who We Are Social and Relational Identity as Drivers o  aMontreal, Quebecc201010aManagement1 aLeavitt, Keith1 aSluss, D, M  u/biblio/lying-who-we-are-social-and-relational-identity-drivers-dishonesty-001420nas a2200169   4500008004100000245007600041210006900117260000900186300001200195490000700207520094200214653001501156100001901171700001601190700001601206856002801222       2010                        eng d00aTheory Pruning: Strategies for Reducing our Dense Theoretical Landscape0 aTheory Pruning Strategies for Reducing our Dense Theoretical Lan  c2010  a644-6670 v133 aThe current article presents a systematic approach to theory pruning (defined here as hypothesis specification and study design intended to bound and reduce theory). First, we argue that research that limits theory is underrepresented in the organizational sciences, erring overwhelmingly on the side of confirmatory null hypothesis testing. Second, we propose criteria for determining comparability, deciding when it is appropriate to test theories or parts of theories against one another. Third, we suggest hypotheses or questions for testing competing theories. Finally, we revisit the spirit of ‘‘strong inference.’’ We present reductionist strategies appropriate for the organizational sciences, which extend beyond traditional approaches of ‘‘critical’’ comparisons between whole theories. We conclude with a discussion of strong inference in organizational science and how theory pruning can help in that pursuit.10aManagement1 aLeavitt, Keith1 aMitchell, T1 aPeterson, J  uhttp://orm.sagepub.com/00556nas a2200133   4500008004100000245009700041210006900138260002200207653001500229100001600244700001900260700001600279856012700295       2008                        eng d00aAutomatic Ethics:  The Effects of Implicit Assumptions and Contextual Cues on Moral Behavior0 aAutomatic Ethics The Effects of Implicit Assumptions and Context  aAnaheim, CAc200810aManagement1 aReynolds, S1 aLeavitt, Keith1 aDecelles, K  u/biblio/automatic-ethics-effects-implicit-assumptions-and-contextual-cues-moral-behavior-200525nas a2200133   4500008004100000245007700041210006900118260002200187653001500209100001900224700001900243700001600262856011300278       2008                        eng d00aTheory Pruning:  Strategies for Reducing Our Dense Theoretical Landscape0 aTheory Pruning Strategies for Reducing Our Dense Theoretical Lan  aAnaheim, CAc200810aManagement1 aLeavitt, Keith1 aMitchell, T, R1 aPeterson, J  u/biblio/theory-pruning-strategies-reducing-our-dense-theoretical-landscape-200528nas a2200133   4500008004100000245007600041210006900117260002700186653001500213100001900228700001500247700002000262856011200282       2007                        eng d00aImplicit Job Attitudes as Predictors of Task and Contextual Performance0 aImplicit Job Attitudes as Predictors of Task and Contextual Perf  aPhiladelphia, PAc200710aManagement1 aLeavitt, Keith1 aFong, C, T1 aGreenwald, A, G  u/biblio/implicit-job-attitudes-predictors-task-and-contextual-performance-000534nas a2200145   4500008004100000245008200041210006900123260000900192300001400201490000700215653001500222100001800237700001900255856011400274       2002                        eng d00aReducing the Performance-Cue Bias in Work Behavior Ratings:  Can Groups Help?0 aReducing the PerformanceCue Bias in Work Behavior Ratings Can Gr  c2002  a1032-10410 v8710aManagement1 aMartell, R, F1 aLeavitt, Keith  u/biblio/reducing-performance-cue-bias-work-behavior-ratings-can-groups-help-0