02171nas a2200169   4500008004100000245006500041210006400106260000900170300001100179490000700190520162300197653001501820100002401835700002101859700002401880856009701904       2023                        eng d00aAfter the breakup: How divorcing affects individuals at work0 aAfter the breakup How divorcing affects individuals at work  c2023  a77-1120 v763 aDivorce is one of life’s most stressful events. By pairing two studies, using mixed-methods, and drawing on conservation of resources theory, we contribute new and previously unavailable information about three questions. How and to what extent does going through a divorce affect individuals at work? What factors differentiate a lower versus higher impact on work? Do work outcomes improve after a divorce has been completed? In Study 1, individuals currently in the process of divorcing report more negative mood at work, lower job performance, and lower health in comparison to employees recently divorced, divorced over five years ago, or never divorced. Qualitative findings illustrate first hand reports of intrusive negative affect and reduced focus at work. At the same time, nearly 39% of individuals reported that divorcing had a positive impact on their job, work, or career. Qualitative findings reveal that for some, divorcing frees up time and energy and amplifies motivation for work. Study 2 is a longitudinal survey study of individuals in the process of a divorce. Findings indicate that levels of divorce-related grief, quality of the dissolving marriage, the presence of children, and anticipated post-divorce financial stability differentiate between those with better and worse work outcomes. Individuals improve on work-related cognitive and physical engagement, job performance, and health after their divorces are completed. Our results extend empirical knowledge and theory with new insights about work outcomes associated with divorcing as well as the recovery of work outcomes over time.10aManagement1 aWanberg, Connie, R.1 aCsillag, Borbala1 aDuffy, Michelle, K.  u/biblio/after-breakup-how-divorcing-affects-individuals-work00618nas a2200157   4500008004100000245010400041210006900145260003200214653001500246100001600261700001300277700001400290700001400304700001000318856013200328       2023                        eng d00aThe Art of Writing and Publishing for Non-Native English Writers, Professional Development Workshop0 aArt of Writing and Publishing for NonNative English Writers Prof  aBoston, Massachusettsc202310aManagement1 aCho, Jeewon1 aDiehl, M1 aFulmer, A1 aKuvaas, B1 aWu, I  u/biblio/art-writing-and-publishing-non-native-english-writers-professional-development-workshop00593nas a2200145   4500008004100000245012500041210006900166260000900235490000800244653001500252100001800267700001500285700001500300856013200315       2023                        eng d00aAspiring to be an Entrepreneur while on Paid Employment: A Moderated Mediation Model of Entrepreneur Identity Aspiration0 aAspiring to be an Entrepreneur while on Paid Employment A Modera  c20230 v16110aManagement1 aPaterson, Ted1 aHuang, Lei1 aLi, Xiaolu  u/biblio/aspiring-be-entrepreneur-while-paid-employment-moderated-mediation-model-entrepreneur-100533nas a2200133   4500008004100000245008900041210006900130260000900199653001500208100001800223700001600241700001500257856012700272       2023                        eng d00aBeyond Relevance and towards Usefulness: Implications of Academic Perspective Taking0 aBeyond Relevance and towards Usefulness Implications of Academic  c202310aManagement1 aPaterson, Ted1 aHarms, P, D1 aBass, Erin  u/biblio/beyond-relevance-and-towards-usefulness-implications-academic-perspective-taking-100698nas a2200121   4500008004100000245007500041210006900116260002300185520020900208653001500417100001700432856012700449       2023                        eng d00aCanvas Hacks: Using Outcomes to Generate Assurance of Learning Reports0 aCanvas Hacks Using Outcomes to Generate Assurance of Learning Re  aCorvallis ORc20233 aThe article describes a process for capturing and reporting AoL data at the individual student level using the LMS and an automated spreadsheet. The process was pioneered for the OSU teaching environment.10aManagement1 aMorris, John  uhttps://blogs.oregonstate.edu/osuteaching/2023/02/06/canvas-hack-using-outcomes-to-generate-assurance-of-learning-reports/02985nas a2200169   4500008004100000245010600041210006900147260005100216300001200267490000700279520231800286653001502604100002002619700002102639700001902660856013602679       2023                        eng d00aConceptualizing disability accommodation device acceptance by workgroups through a sociomaterial lens0 aConceptualizing disability accommodation device acceptance by wo  aHoward House Wagon Lane Bingley BD16 1WAc2023  a285-2990 v423 a<b>Purpose.</b> Persons with disabilities (PWD) are among the largest and most diverse minority groups and among the most disadvantaged in terms of employment. Entrepreneurial pursuit is often advocated as a path toward employment, inclusion, and equality, yet few studies have investigated earning variation among PWD.<br>                                                                                                           <br><b>Design/methodology/approach.</b>                                                          The authors draw on social cognitive career theory (SCCT), and the disability employment and entrepreneurship literature to develop hypotheses about who among PWD are likely to earn more (less) from entrepreneurial pursuits. The authors then conduct analyses on the nationally representative sample of the Canadian Survey on Disability (CSD) by including all PWD engaged in entrepreneurial pursuit, and matching each to an organizationally employed counterpart of the same gender and race and of similar age and disability severity (<i>n</i> ≈ 810).<br>                                                                                                           <br><b>Findings.</b>                                                              Entrepreneurial pursuit has a stronger negative association with the earnings of PWD who experience earlier disability onset ages, those who report more unmet accommodation needs, and those who are female.<br>                                                                                                           <br><b>Originality/value.</b>                                                                First, this study applies SCCT to help bridge the literature on organizational employment barriers for PWD and entrepreneurs with disabilities. Second, we call into question the logic of neoliberalism about entrepreneurship by showing that barriers to organizational employment impact entrepreneurial pursuit decisions and thereby earnings. Third, we extend the understanding of entrepreneurial earnings among PWD by examining understudied disability attributes and demographic attributes. Lastly, this study is among the first to use a matched sample to empirically test the impact of entrepreneurial pursuit on the earnings of PWD.10aManagement1 aKulkarni, Mukta1 aBaldridge, David1 aSwift, Michele  u/biblio/conceptualizing-disability-accommodation-device-acceptance-workgroups-through-sociomaterial00483nas a2200109   4500008004100000245007900041210006900120260003500189653001500224100001600239856011800255       2023                        eng d00aContemporary Leadership Research: What We Have Done and Where We are Going0 aContemporary Leadership Research What We Have Done and Where We   aDaegu, Republic of Koreac202310aManagement1 aCho, Jeewon  u/biblio/contemporary-leadership-research-what-we-have-done-and-where-we-are-going02051nas a2200157   4500008004100000245013100041210006900172260000900241520141500250653001501665100001701680700002101697700001901718700002001737856013601757       2023                        eng d00aDisability Severity, Professional Isolation Perceptions, and Career Outcomes: When Does Leader-Member Exchange Quality Matter?0 aDisability Severity Professional Isolation Perceptions and Caree  c20233 aEmployees with disability-related communication impairment often experience isolation from professional connections which can negatively affect their careers. Management research suggests that having lower quality leader relationships can be an obstacle to the development of professional connections for employees with disabilities. However, in this paper we suggest that lower quality LMX relationships may not be a uniform hurdle for the professional isolation of employees with disability-related communication impairment. Drawing on psychological disengagement theory, we predict that employees with more severe, rather than less severe, communication impairment develop resilience to challenges in lower quality LMX relationships by psychologically disengaging from professional connections and, in turn, bear fewer negative consequences of professional isolation on career outcomes. In two studies of deaf and hard of hearing employees, we find that in lower quality LMX relationships employees with more severe communication impairment perceive being less isolated than employees with less severe communication impairment, and, in turn, report better career outcomes. Overall, our findings suggest that employees with more severe communication impairment may be more effective in managing challenges to their perceived professional isolation and career outcomes when in lower quality LMX relationships.10aManagement1 aLyons, Brent1 aBaldridge, David1 aYang, Liu, Qin1 aBryan, Camellia  u/biblio/disability-severity-professional-isolation-perceptions-and-career-outcomes-when-does-leader00594nas a2200145   4500008004100000245010800041210006900149260000900218653001500227100001500242700001900257700001700276700001700293856013800310       2023                        eng d00aImproving measurement and prediction in personnel selection through the application of machine learning0 aImproving measurement and prediction in personnel selection thro  c202310aManagement1 aHardy, Jay1 aGibson, Carter1 aKoenig, Nick1 aFrost, Scott  u/biblio/improving-measurement-and-prediction-personnel-selection-through-application-machine-learning00575nas 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-markets00627nas a2200157   4500008004100000245011000041210006900151260001900220653001500239100001500254700001500269700001300284700002100297700001300318856013800331       2023                        eng d00aSupervisor incivility and counterproductive work behaviors: Does employee disability age of onset matter?0 aSupervisor incivility and counterproductive work behaviors Does   aMiami FLc202310aManagement1 aWolburg, F1 aTaylor, MR1 aYang, LQ1 aBaldridge, David1 aLyons, B  u/biblio/supervisor-incivility-and-counterproductive-work-behaviors-does-employee-disability-age-onset00541nas 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-000475nas a2200109   4500008004100000245008700041210006900128260002100197653001500218100001500233856011700248       2022                        eng d00aApplying novel methodological and statistical paradigms to the study of adaptation0 aApplying novel methodological and statistical paradigms to the s  aSeattle WAc202210aManagement1 aHardy, Jay  u/biblio/applying-novel-methodological-and-statistical-paradigms-study-adaptation00556nas a2200121   4500008004100000245012500041210006900166260001900235653001500254100001800269700001500287856013200302       2022                        eng d00aAspiring to be an Entrepreneur while on Paid Employment: A Moderated Mediation Model of Entrepreneur Identity Aspiration0 aAspiring to be an Entrepreneur while on Paid Employment A Modera  aReno, NVc202210aManagement1 aPaterson, Ted1 aHuang, Lei  u/biblio/aspiring-be-entrepreneur-while-paid-employment-moderated-mediation-model-entrepreneur-000541nas a2200133   4500008004100000245008900041210006900130260001700199653001500216100001800231700001600249700001500265856012700280       2022                        eng d00aBeyond Relevance and towards Usefulness: Implications of Academic Perspective Taking0 aBeyond Relevance and towards Usefulness Implications of Academic  aHawaiic202210aManagement1 aPaterson, Ted1 aHarms, P, D1 aBass, Erin  u/biblio/beyond-relevance-and-towards-usefulness-implications-academic-perspective-taking-000608nas a2200133   4500008004100000245013700041210006900178260002200247653001500269100001500284700001800299700002000317856013700337       2022                        eng d00aContextualizing the influence of leader unethical pro-organizational unethical behavior: Integrating role and event systems theories0 aContextualizing the influence of leader unethical proorganizatio  aSeattle, WAc202210aManagement1 aHuang, Lei1 aPaterson, Ted1 aCarnevale, Joel  u/biblio/contextualizing-influence-leader-unethical-pro-organizational-unethical-behavior-integrating02553nas a2200157   4500008004100000245009500041210006900136260001800205520196400223653001502187100001502202700002002217700002102237700001902258856011802277       2022                        eng d00aEarnings of Persons with Disabilities: Who Earns More (Less) from Entrepreneurial Pursuit?0 aEarnings of Persons with Disabilities Who Earns More Less from E  aBingleyc20223 a<b>Earnings of Persons with Disabilities:</b><br><b>Who Earns More (Less) from </b><b>Entrepreneurial Pursuit?</b><br><b>Abstract.</b> Persons with disabilities (PWD) are among the largest and most diverse minority groups and among the most disadvantaged in terms of employment. Entrepreneurial pursuit is often advocated as a path toward employment, inclusion, and equality, yet few studies have investigated earning variation among PWD.<br><b>Methodology. </b>We draw on social cognitive career theory (SCCT) and disability employment and entrepreneurship literatures to develop hypotheses about who among PWD are likely to earn more (less) from entrepreneurial pursuits. We then conduct analyses on the nationally representative sample of Canadian Survey on Disability including all PWD engaged in entrepreneurial pursuit and match each to an organizationally employed counterpart of the same gender and race, and of similar age and disability severity (n ≈ 810).<br><b>Findings.</b> Entrepreneurial pursuit has a stronger negative association with earnings of PWD who experience earlier disability onset ages, who report more unmet accommodation needs, and who are female.<br><b>Originality. </b>First, this study applies SCCT to help bridge literatures on organizational employment barriers for PWD and entrepreneurs with disabilities. Second, we call into question the logic of neoliberalism about entrepreneurship by showing that barriers to organizational employment impact entrepreneurial pursuit decisions and thereby earnings. Third, we extend understanding of entrepreneurial earnings among PWD by examining understudied disability and demographic attributes. Lastly, this study is among the first to use a matched sample to empirically test the impact of entrepreneurial pursuit on the earnings of PWD.<br><b>Keywords. </b>disabilities, social cognitive career theory (SCCT), entrepreneurial pursuit, onset age, accommodation, disability origin10aManagement1 aYang, Yang1 aKulkarni, Mukta1 aBaldridge, David1 aKonrad, Alison  u/biblio/earnings-persons-disabilities-who-earns-more-less-entrepreneurial-pursuit00421nas a2200121   4500008004100000245005300041210005300094260001700147653001500164100001400179700001600193856009000209       2022                        eng d00aEmotional intelligence in workplace negotiations0 aEmotional intelligence in workplace negotiations  aBerlinc202210aManagement1 aMiners, C1 aRees, Laura  u/biblio/emotional-intelligence-workplace-negotiations00588nas 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-women00360nas a2200109   4500008004100000245003900041210003700080260002000117653001500137100002100152856007700173       2022                        eng d00aHearing Loss & Workplace Inclusion0 aHearing Loss Workplace Inclusion  aTampa, FLc202210aManagement1 aBaldridge, David  u/biblio/hearing-loss-workplace-inclusion00561nas a2200133   4500008004100000245011100041210006900152260000900221653001500230100001600245700001900261700002000280856012700300       2022                        eng d00aHow much will you share? Exploring attitudinal and behavioral nudges in online private information sharing0 aHow much will you share Exploring attitudinal and behavioral nud  c202210aManagement1 aRees, Laura1 aSafi, Roozmehr1 aLim, Seung-Lark  u/biblio/how-much-will-you-share-exploring-attitudinal-and-behavioral-nudges-online-private00588nas a2200133   4500008004100000245014300041210006900184260000900253653001500262100001500277700001800292700001700310856012700327       2022                        eng d00aIdentity-Consistent Self-Image Maintenance Following Leader Abuse: Integrating Self-Presentation and Self-Concept Orientation Perspectives0 aIdentityConsistent SelfImage Maintenance Following Leader Abuse   c202210aManagement1 aHuang, Lei1 aPaterson, Ted1 aWang, Siting  u/biblio/identity-consistent-self-image-maintenance-following-leader-abuse-integrating-self00567nas a2200145   4500008004100000245009200041210006900133260000900202300001400211490000800225653001500233100002300248700002100271856012900292       2022                        eng d00aMultiple jobholding motivations and experiences: A typology and latent profile analysis0 aMultiple jobholding motivations and experiences A typology and l  c2022  a1261-12870 v10710aManagement1 aCampion, Emily, D.1 aCsillag, Borbala  u/biblio/multiple-jobholding-motivations-and-experiences-typology-and-latent-profile-analysis00489nas a2200109   4500008004100000245008800041210006900129260002700198653001500225100001800240856012100258       2022                        eng d00a'A Positive Organizational Scholarship Research Agenda for Family Business Research0 aPositive Organizational Scholarship Research Agenda for Family B  aSantander, Spainc202210aManagement1 aPaterson, Ted  u/biblio/positive-organizational-scholarship-research-agenda-family-business-research00464nas a2200121   4500008004100000245006000041210005800101260003400159653001500193100002400208700001800232856009200250       2022                        eng d00aPositive Psychological Capital: Validation of the PCQ-50 aPositive Psychological Capital Validation of the PCQ5  aWinterthur, Switzerlandc202210aManagement1 aSzerdahelyi, Miklos1 aPaterson, Ted  u/biblio/positive-psychological-capital-validation-pcq-500428nam a2200133   4500008004100000245004200041210003900083260002500122653001500147653001700162100001900179700002000198856007600218       2022                        eng d00aPsychology Applied to Work - 13th Ed.0 aPsychology Applied to Work 13th Ed  aNorthfield, MNc202210aManagement10aOSU-Cascades1 aHowes, Satoris1 aMuchinsky, P, M  u/biblio/psychology-applied-work-13th-ed00467nas a2200109   4500008004100000245008200041210006900123260002200192653001500214100001500229856011300244       2022                        eng d00aRacial stratification in organizational hierarchies as an emergent phenomenon0 aRacial stratification in organizational hierarchies as an emerge  aSeattle, WAc202210aManagement1 aHardy, Jay  u/biblio/racial-stratification-organizational-hierarchies-emergent-phenomenon00469nas a2200109   4500008004100000245008200041210006900123260002200192653001500214100001500229856011500244       2022                        eng d00aRacial stratification in organizational hierarchies as an emergent phenomenon0 aRacial stratification in organizational hierarchies as an emerge  aSeattle, WAc202210aManagement1 aHardy, Jay  u/biblio/racial-stratification-organizational-hierarchies-emergent-phenomenon-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-001177nam a2200157   4500008004100000245002900041210002800070260002800098300000800126520073200134653001500866653003200881100001700913700002100930856006800951       2022                        eng d00aStrategic Management, 3e0 aStrategic Management 3e  aCorvallis, 91����c2022  a1123 aThis book is being updated under a grant from the OERU of 91���� State.<br><br>This open source textbook is derived from many sources, initially (1st edition) from the Principles of Management by Carpenter, Bauer, and Erdogan, but there is abundant new content as well. It is published under a Creative Commons license and as such there is no charge ever for this textbook.<br><br>In addition to taking on a second author, the most important change from 2e is that three tenured faculty have signed on to consider, review, and approve the content. This edition will have a more global perspective and make a tighter linkage with the Micromatic simulation software as well as provide mini-case studies for classroom discussions.10aManagement10aStrategy & Entrepreneurship1 aMorris, John1 aTripathi, Sanjai  u/biblio/strategic-management-3e00550nas a2200145   4500008004100000245007400041210006900115260002200184653001500206100001500221700001900236700002100255700002600276856010200302       2022                        eng d00aThird-party agents as a tool for disrupting mechanisms of gender bias0 aThirdparty agents as a tool for disrupting mechanisms of gender   aSeattle, WAc202210aManagement1 aHardy, Jay1 aGriffith, Jenn1 aMedeiros, Kelsey1 aMacDougall, Alexandra  u/biblio/third-party-agents-tool-disrupting-mechanisms-gender-bias00445nas a2200121   4500008004100000245005900041210005900100260001700159653001500176100001700191700001600208856009900224       2022                        eng d00aUncertainty and authenticity during career transitions0 aUncertainty and authenticity during career transitions  aOxfordc202210aManagement1 aDossinger, K1 aRees, Laura  u/biblio/uncertainty-and-authenticity-during-career-transitions00594nas a2200157   4500008004100000245009000041210006900131260000900200653001500209100002400224700001800248700001500266700002000281700001800301856011700319       2022                        eng d00aValidation of the PCQ-5: A Short Form to Measure State Positive Psychological Capital0 aValidation of the PCQ5 A Short Form to Measure State Positive Ps  c202210aManagement1 aSzerdahelyi, Miklos1 aPaterson, Ted1 aHuang, Lei1 aKomlosi, Lazlos1 aMartos, Tamas  u/biblio/validation-pcq-5-short-form-measure-state-positive-psychological-capital00378nas a2200109   4500008004100000245005000041210004800091260000900139653001500148100001600163856008900179       2022                        eng d00aWhat do leaders do? Evidence-Based Leadership0 aWhat do leaders do EvidenceBased Leadership  c202210aManagement1 aCho, Jeewon  u/biblio/what-do-leaders-do-evidence-based-leadership00600nas a2200145   4500008004100000245010800041210006900149260000900218653001500227100001900242700001800261700001900279700002000298856013600318       2022                        eng d00aWork Hard, Play Hard: The Effect Of Leisure Crafting On Opportunity Recognition And Venture Performance0 aWork Hard Play Hard The Effect Of Leisure Crafting On Opportunit  c202210aManagement1 aHambrick, Alex1 aPaterson, Ted1 aMichaelis, Tim1 aMurnieks, Chuck  u/biblio/work-hard-play-hard-effect-leisure-crafting-opportunity-recognition-and-venture-performance02094nas a2200193   4500008004100000245007900041210006900120260000900189520150600198653002301704653001501727100001501742700001601757700001801773700002101791700001901812700002401831856004501855       2021                        eng d00aBias in context: Small biases in hiring evaluations have big consequences.0 aBias in context Small biases in hiring evaluations have big cons  c20213 aIt is widely acknowledged that subgroup bias can influence hiring evaluations. However, the notion that bias still threatens equitable hiring outcomes in modern employment contexts continues to be debated, even among organizational scholars. In this study, we sought to contextualize this debate by estimating the practical impact of bias on real-world hiring outcomes (a) across a wide range of hiring scenarios and (b) in the presence of diversity-oriented staffing practices. Toward this end, we conducted a targeted meta-analysis of recent hiring experiments that manipulated both candidate gender and qualifications to couch our investigation within ongoing debates surrounding the impact of small amounts of bias in otherwise meritocratic hiring contexts. Consistent with prior research, we found evidence of small gender bias effects (d = −0.30) and large qualification effects (d = 1.61) on hiring managers’ evaluations of candidate hireability. We then used these values to inform the starting parameters of a large-scale computer simulation designed to model conventional processes by which candidates are recruited, evaluated, and selected for open positions. Collectively, our simulation findings empirically substantiate assertions that even seemingly trivial amounts of subgroup bias can produce practically significant rates of hiring discrimination and productivity loss. Furthermore, we found contextual factors can alter but cannot obviate the consequences of biased evaluations,10aBusiness Analytics10aManagement1 aHardy, Jay1 aTey, K., S.1 aWilson, Cyrus1 aMartell, Richard1 aOlstad, Andrew1 aUhlmann, Eric, Luis  uhttps://doi.org/10.1177/014920632098265400430nas a2200109   4500008004100000245005900041210005800100260002800158653001500186100002100201856009800222       2021                        eng d00aCareer and work adaptation after deafness/hearing loss0 aCareer and work adaptation after deafnesshearing loss  aNiagara Falls, NYc202110aManagement1 aBaldridge, David  u/biblio/career-and-work-adaptation-after-deafnesshearing-loss00557nas a2200169   4500008004100000245006600041210005900107260000900166300001200175490000700187653001500194653001700209100001900226700001900245700002300264856010000287       2021                        eng d00aCh-ch-ch-changes, and I-O psychology's role in managing them.0 aChchchchanges and IO psychologys role in managing them  c2021  a156-1590 v1410aManagement10aOSU-Cascades1 aHowes, Satoris1 aHowes, John, C1 aHuffcutt, Allen, I  u/biblio/ch-ch-ch-changes-and-i-o-psychologys-role-managing-them00563nas a2200145   4500008004100000245008800041210006900129260001800198653001500216100001300231700001300244700002100257700001400278856012500292       2021                        eng d00aCoworker Incivility, Loneliness and Work Outcomes: Does Relational Identity Matter?0 aCoworker Incivility Loneliness and Work Outcomes Does Relational  aVirtualc202110aManagement1 aZike, N.1 aYang, L.1 aBaldridge, David1 aLyons, B.  u/biblio/coworker-incivility-loneliness-and-work-outcomes-does-relational-identity-matter01245nas a2200397   4500008004100000245009900041210006900140260000900209490000700218653001500225100002000240700001500260700002200275700002400297700002000321700002000341700002300361700001600384700001700400700002400417700002100441700001700462700002300479700002200502700001500524700001900539700001700558700002100575700001800596700002100614700002400635700001900659700001800678710001800696856013300714       2021                        eng d00aA creative destruction approach to replication: Implicit work and sex morality across cultures0 acreative destruction approach to replication Implicit work and s  c20210 v9310aManagement1 aTierney, Warren1 aHardy, Jay1 aEbersole, Charlie1 aViganola, Dominique1 aClemente, Elena1 aGordan, Michael1 aHoogeveen, Suzanne1 aHaaf, Julia1 aDreber, Anna1 aJohannesson, Magnus1 aPfeiffer, Thomas1 aHuang, Jason1 aVaughn, Leigh, Ann1 aDeMarree, Kenneth1 aIgou, Eric1 aChapman, Hanah1 aGantman, Ana1 aVanaman, Matthew1 aWylie, Jordan1 aStorbeck, Justin1 aAndreychik, Michael1 aMcPhetres, Jon1 aUhlmann, Eric1 aEmptyAuthNode  u/biblio/creative-destruction-approach-replication-implicit-work-and-sex-morality-across-cultures00493nas a2200121   4500008004100000245007400041210006900115260001800184653001500202100002400217700001800241856011200259       2021                        eng d00aDeveloping Psychological Capital through a Peer Teaching Intervention0 aDeveloping Psychological Capital through a Peer Teaching Interve  aVirtualc202110aManagement1 aSzerdahelyi, Miklos1 aPaterson, Ted  u/biblio/developing-psychological-capital-through-peer-teaching-intervention00610nas a2200145   4500008004100000245012900041210006900170260001800239653001500257100001400272700002100286700001200307700001700319856012800336       2021                        eng d00aDisability, professional isolation and career attitudes: The role of impairment severity and supervisor relationship quality0 aDisability professional isolation and career attitudes The role   aVirtualc202110aManagement1 aBryan, C.1 aBaldridge, David1 aYang, L1 aDirmeyer, R.  u/biblio/disability-professional-isolation-and-career-attitudes-role-impairment-severity-and00597nas a2200145   4500008004100000245013200041210006900173260000900242300000900251490000700260653001500267100001600282700001500298856013800313       2021                        eng d00aDoes Information Systems Support for Creativity Enhance Effective Information Systems Use and Job Satisfaction in Virtual Work?0 aDoes Information Systems Support for Creativity Enhance Effectiv  c2021  a1-220 v2410aManagement1 aCho, Jeewon1 aPark, Insu  u/biblio/does-information-systems-support-creativity-enhance-effective-information-systems-use-and-job00464nas a2200121   4500008004100000245006600041210006500107260000900172653001500181100002100196700002000217856010500237       2021                        eng d00aHow do people continue successful careers after hearing loss?0 aHow do people continue successful careers after hearing loss  c202110aManagement1 aBaldridge, David1 aKulkarni, Mukta  u/biblio/how-do-people-continue-successful-careers-after-hearing-loss00488nas a2200109   4500008004100000245008700041210006900128260002600197653001500223100001800238856012200256       2021                        eng d00aHow Thriving and Passion Convert Prior Experience into Current Venture Performance0 aHow Thriving and Passion Convert Prior Experience into Current V  aNew Orleans, LAc202110aManagement1 aPaterson, Ted  u/biblio/how-thriving-and-passion-convert-prior-experience-current-venture-performance00549nas a2200169   4500008004100000245006500041210006000106260000900166300001200175490000700187653001500194653001700209100002100226700001900247700001800266856009500284       2021                        eng d00aThe Impact of Daily Emotional Labor on Health and Well-Being0 aImpact of Daily Emotional Labor on Health and WellBeing  c2021  a391-4170 v3610aManagement10aOSU-Cascades1 aRiforgiate, S, E1 aHowes, Satoris1 aSimmons, M, J  u/biblio/impact-daily-emotional-labor-health-and-well-being00553nas a2200133   4500008004100000245009000041210006900131260002600200653001500226100001500241700001700256700001900273856012700292       2021                        eng d00aInformation-knowledge gaps bridge perceptions and behavior in self-regulated learning0 aInformationknowledge gaps bridge perceptions and behavior in sel  aNew Orleans, LAc202110aManagement1 aHardy, Jay1 aDay, Eric, A1 aHuck, Jonathan  u/biblio/information-knowledge-gaps-bridge-perceptions-and-behavior-self-regulated-learning00572nas a2200145   4500008004100000245008600041210006900127260002600196653001500222100002100237700002000258700001900278700001500297856011400312       2021                        eng d00aLeader sensemaking in response to crisis: Consequences and insights from COVID-190 aLeader sensemaking in response to crisis Consequences and insigh  aNew Orleans, LAc202110aManagement1 aMedeiros, Kelsey1 aCrayne, Matthew1 aGriffith, Jenn1 aHardy, Jay  u/biblio/leader-sensemaking-response-crisis-consequences-and-insights-covid-1900632nas a2200157   4500008004100000245010500041210006900146260000900215653001500224100002100239700002400260700001500284700002700299700001900326856012900345       2021                        eng d00aLeader sensemaking style in response to crisis: Consequences and insights from the COVID-19 pandemic0 aLeader sensemaking style in response to crisis Consequences and   c202110aManagement1 aMedeiros, Kelsey1 aCrayne, Matthew, P.1 aHardy, Jay1 aGriffith, Jennifer, A.1 aDamadzic, Adam  u/biblio/leader-sensemaking-style-response-crisis-consequences-and-insights-covid-19-pandemic00560nas a2200121   4500008004100000245011600041210006900157260002600226653001500252100001800267710001800285856013500303       2021                        eng d00aLicensed to be Deviant or Burdened to be A Good Citizen: A Dual Path Model of the Consequences of Ethical Voice0 aLicensed to be Deviant or Burdened to be A Good Citizen A Dual P  aNew Orleans, LAc202110aManagement1 aPaterson, Ted1 aEmptyAuthNode  u/biblio/licensed-be-deviant-or-burdened-be-good-citizen-dual-path-model-consequences-ethical-voice00637nas 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-learning00702nas a2200193   4500008004100000245010900041210006900150260000900219300001400228490000700242653001500249653001700264100001500281700002100296700002200317700001500339700001900354856013500373       2021                        eng d00aManaging furloughs: how furlough policy and perceptions of fairness impact turnover intentions over time0 aManaging furloughs how furlough policy and perceptions of fairne  c2021  a2801-28280 v3310aManagement10aOSU-Cascades1 aHuffman, A1 aAlbritton, David1 aMatthews, Russell1 aMuse, Lori1 aHowes, Satoris  u/biblio/managing-furloughs-how-furlough-policy-and-perceptions-fairness-impact-turnover-intentions00616nas a2200157   4500008004100000245012200041210006900163260000900232300001200241490000700253653001500260100001900275700001500294700001700309856013200326       2021                        eng d00aOut of character: CEO political ideology, peer influence, and adoption of CSR executive position by Fortune 500 firms0 aOut of character CEO political ideology peer influence and adopt  c2021  a529-5570 v4210aManagement1 aGupta, Abhinav1 aFung, Anna1 aMurphy, Chad  u/biblio/out-character-ceo-political-ideology-peer-influence-and-adoption-csr-executive-position00547nas a2200145   4500008004100000245008300041210006900124260001800193653001500211100001300226700001700239700002100256700001500277856010900292       2021                        eng d00aPersons with Disabilities: Who Earns More (Less) from Entrepreneurial Pursuit?0 aPersons with Disabilities Who Earns More Less from Entrepreneuri  aVirtualc202110aManagement1 aYang, Y.1 aKulkarni, M.1 aBaldridge, David1 aKonrad, A.  u/biblio/persons-disabilities-who-earns-more-less-entrepreneurial-pursuit00971nas a2200313   4500008004100000245009800041210006900139260001800208653001500226100001700241700002100258700001600279700001600295700001700311700001700328700001700345700001500362700002100377700001400398700001800412700001300430700001300443700001400456700001400470700001100484700001700495700001500512856013000527       2021                        eng d00aPresenter Symposium: Allies and detractors: Insights on disability inclusion in organizations0 aPresenter Symposium Allies and detractors Insights on disability  aVirtualc202110aManagement1 aKulkarni, M.1 aBaldridge, David1 aBruyere, S.1 aColella, A.1 aConnelly, C.1 aBonaccio, S.1 aGellatly, I.1 aBreier, C.1 aBaumgärtner, M.1 aBoehm, S.1 aNittrouer, N.1 aHebl, M.1 aKing, E.1 aLynch, J.1 aMitra, A.1 aXu, H.1 aVan Laer, K.1 aScholz, F.  u/biblio/presenter-symposium-allies-and-detractors-insights-disability-inclusion-organizations00652nas a2200169   4500008004100000245012800041210006900169260000900238300001000247490000700257653001500264100001500279700001900294700001700313700001800330856013400348       2021                        eng d00aQuitters wouldn't prosper: Examining the relationship between applicant potential and attrition behavior during assessments0 aQuitters wouldnt prosper Examining the relationship between appl  c2021  a55-640 v2910aManagement1 aHardy, Jay1 aGibson, Carter1 aCarr, Alison1 aDudley, Nikki  u/biblio/quitters-wouldnt-prosper-examining-relationship-between-applicant-potential-and-attrition00477nas a2200109   4500008004100000245008300041210006900124260002600193653001500219100001500234856011800249       2021                        eng d00aReasons matter: Decomposing turnover reasons for improving pre-hire prediction0 aReasons matter Decomposing turnover reasons for improving prehir  aNew Orleans, LAc202110aManagement1 aHardy, Jay  u/biblio/reasons-matter-decomposing-turnover-reasons-improving-pre-hire-prediction00490nas a2200109   4500008004100000245009000041210006900131260002600200653001500226100001500241856012400256       2021                        eng d00aTackling big issues in understanding adaptation: A discussion across research domains0 aTackling big issues in understanding adaptation A discussion acr  aNew Orleans, LAc202110aManagement1 aHardy, Jay  u/biblio/tackling-big-issues-understanding-adaptation-discussion-across-research-domains00636nas a2200205   4500008004100000245005900041210005800100260001700158653001500175100001700190700001500207700002100222700001700243700001400260700001800274700001700292700001500309700001500324856009100339       2021                        eng d00aThirty Years of the ADA: Current State and Way Forward0 aThirty Years of the ADA Current State and Way Forward  aVitualc202110aManagement1 aBonaccio, S.1 aFisher, S.1 aBaldridge, David1 aChandler, M.1 aDavis, C.1 aD’Mello, S.1 aKulkarni, M.1 aRyan, Ryan1 aSamosh, D.  u/biblio/thirty-years-ada-current-state-and-way-forward00539nas a2200121   4500008004100000245010400041210006900145260002600214653001500240100001500255700001800270856012900288       2020                        eng d00aAbusive Supervision and Employee Relational Reputation Maintenance: A Self-Verification Perspective0 aAbusive Supervision and Employee Relational Reputation Maintenan  aVancouver, B.C.c202010aManagement1 aHuang, Lei1 aPaterson, Ted  u/biblio/abusive-supervision-and-employee-relational-reputation-maintenance-self-verification00555nas a2200169   4500008004100000245007400041210006900115260000900184300001200193490000800205653001500213100001600228700001100244700001600255700001200271856010200283       2020                        eng d00aAnger as a trigger for information search in integrative negotiations0 aAnger as a trigger for information search in integrative negotia  c2020  a713-7310 v10510aManagement1 aRees, Laura1 aChi, S1 aFriedman, R1 aShih, H  u/biblio/anger-trigger-information-search-integrative-negotiations00611nas a2200121   4500008004100000245003000041210003000071260002800101520027700129653001500406100001700421856005100438       2020                        eng d00aBA 466 Hybrid Course Site0 aBA 466 Hybrid Course Site  aCorvallis, 91����c20203 aAfter redesigning BA 466 as part of a Hybrid Peer Review Workshop, the workshop lead, Cub Kahn, asked to share my site with future students. Cub retains admission permission to the Canvas Studio site and invites students of the workshop to view and learn from this course.10aManagement1 aMorris, John  uhttps://canvas.oregonstate.edu/courses/184103500469nas a2200121   4500008004100000245006400041210006300105260002300168653001500191100002100206700002000227856010000247       2020                        eng d00aBroadening our Sight: New Directions in Disability Research0 aBroadening our Sight New Directions in Disability Research  aVancouver BCc202010aManagement1 aBaldridge, David1 aKulkarni, Mukta  u/biblio/broadening-our-sight-new-directions-disability-research00670nas a2200169   4500008004100000245012400041210006900165260000900234300001200243490000700255653001500262100002400277700002700301700001500328700002100343856013600364       2020                        eng d00aCan job seekers achieve more through networking? The role of networking intensity, self-efficacy, and proximal benefits0 aCan job seekers achieve more through networking The role of netw  c2020  a555-7150 v7310aManagement1 aWanberg, Connie, R.1 aVan Hooft, Edwin, A.J.1 aLiu, Sonqi1 aCsillag, Borbala  u/biblio/can-job-seekers-achieve-more-through-networking-role-networking-intensity-self-efficacy-and00335nas a2200109   4500008004100000245003100041210003000072260002400102653001500126100001700141856006700158       2020                        eng d00aCashing In or Selling Out?0 aCashing In or Selling Out  aVancouver, BCc202010aManagement1 aMurphy, Chad  u/biblio/cashing-or-selling-out02051nas a2200145   4500008004100000245006700041210006600108260001700174520153800191653001501729100002001744700001701764700002101781856010301802       2020                        eng d00aChapter 12: Breaking Barriers by Patterning Employment Success0 aChapter 12 Breaking Barriers by Patterning Employment Success  aLondonc20203 aThe National Technical Institute for the Deaf (NTID), one of nine colleges at Rochester Institute of Technology (RIT, United States), is the first and largest technological college in the world for students who are deaf or hard of hearing (DHH) with cutting edge programs aimed at increasing the employability of DHH persons, and at enhancing readiness of employers to utilize this talent. In 1968, with a pilot group of 70 deaf students at RIT, NTID’s ‘grand experiment’ was the first attempt within the United States to bring large numbers of deaf students into a hearing college environment, to help them earn college degrees, gain successful employment, and become productive community members (Lang and Connor, 2001). As of 2017, NTID boasts an alumni body of more than 8,000 and an active enrollment of 1,413 students across NTID’s and RIT’s Associate, Bachelors, and Graduate programs (integrated with RIT). NTID students have a higher persistence and graduation rate as compared with the national rates for all students, hearing and otherwise, at two-year and four-year colleges (NTID Annual Report, 2015). NTID boasts an employment rate of 94 per cent among its graduates and Associate degree graduates earn 95 per cent more than DHH graduates from other post-secondary institutions, while Bachelor's degree graduates earn 178 per cent more when compared similarly (NTID by the Numbers, 2017). Overall, NTID has become an international model for educating and preparing DHH students for technology-related careers.10aManagement1 aKulkarni, Mukta1 aAtkins, Scot1 aBaldridge, David  u/biblio/chapter-12-breaking-barriers-patterning-employment-success00484nas a2200121   4500008004100000245007600041210006900117260002100186653001500207100001800222700001500240856010700255       2020                        eng d00aConnecting with Nature: Urbanization and Environmental Behavior at Work0 aConnecting with Nature Urbanization and Environmental Behavior a  aAustin, TXc202010aManagement1 aPaterson, Ted1 aHardy, Jay  u/biblio/connecting-nature-urbanization-and-environmental-behavior-work00573nas a2200121   4500008004100000245013000041210006900171260002900240653001500269100001800284700001500302856013400317       2020                        eng d00aConverting entrepreneur identity aspiration into followership outcomes via thriving: An identity-based motivation perspective0 aConverting entrepreneur identity aspiration into followership ou  aSt. Pete Beach, FLc202010aManagement1 aPaterson, Ted1 aHuang, Lei  u/biblio/converting-entrepreneur-identity-aspiration-followership-outcomes-thriving-identity-based00497nas a2200121   4500008004100000245009000041210006900131260000900200653001500209100001300224700001600237856012200253       2020                        eng d00aCoronavirus recovery: Small businesses must focus on easing employee, customer fears.0 aCoronavirus recovery Small businesses must focus on easing emplo  c202010aManagement1 aDacin, M1 aRees, Laura  uhttps://theconversation.com/coronavirus-recovery-small-businesses-must-focus-on-easingemployee- customer-fears-13818300739nas 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-science00666nas a2200157   4500008004100000245016600041210006900207260000900276300001200285490000700297653001500304100001500319700002300334700001600357856013500373       2020                        eng d00aDisentangling the Effects of Efficacy-Facilitating Informational Support on Health Resilience in Online Healthcare Communities Based on Phase-Level Text Analysis0 aDisentangling the Effects of EfficacyFacilitating Informational   c2020  a270-2770 v4810aManagement1 aPark, Insu1 aSarnikar, Surendra1 aCho, Jeewon  u/biblio/disentangling-effects-efficacy-facilitating-informational-support-health-resilience-online01434nas a2200193   4500008004100000245007200041210006900113260000900182300001400191490000600205520084900211653001501060653001701075100001401092700001801106700001801124700001901142856007901161       2020                        eng d00aDoes feedback increase decision aid use among hiring professionals?0 aDoes feedback increase decision aid use among hiring professiona  c2020  aArticle 40 v63 aWe examined the influence of formative and outcome feedback on people’s reliance on decision aids. Decision aids are tools that managers can use to increase the accuracy of their hiring decisions. In our study, participants were asked to make 20 different hiring decisions and make predictions of a candidate’s performance on the job, with the option of using a decision aid formula. We manipulated whether participants received feedback on the accuracy of their predictions, the accuracy of the decision aid’s predictions, or both. The results demonstrated that feedback failed to have a significant impact on decision aid use for both hiring choice and performance predictions. Our findings suggest that the relationship between feedback and decision aid is weak, and that feedback does not meaningfully affect the use of decision aids.10aManagement10aOSU-Cascades1 aThiele, A1 aJackson, A, T1 aStremic, S, M1 aHowes, Satoris  uhttps://scholarworks.bgsu.edu/cgi/viewcontent.cgi?article=1095&context=pad01434nas a2200193   4500008004100000245007200041210006900113260000900182300001400191490000600205520084900211653001501060653001701075100001401092700001801106700001801124700001901142856007901161       2020                        eng d00aDoes feedback increase decision aid use among hiring professionals?0 aDoes feedback increase decision aid use among hiring professiona  c2020  aArticle 40 v63 aWe examined the influence of formative and outcome feedback on people’s reliance on decision aids. Decision aids are tools that managers can use to increase the accuracy of their hiring decisions. In our study, participants were asked to make 20 different hiring decisions and make predictions of a candidate’s performance on the job, with the option of using a decision aid formula. We manipulated whether participants received feedback on the accuracy of their predictions, the accuracy of the decision aid’s predictions, or both. The results demonstrated that feedback failed to have a significant impact on decision aid use for both hiring choice and performance predictions. Our findings suggest that the relationship between feedback and decision aid is weak, and that feedback does not meaningfully affect the use of decision aids.10aManagement10aOSU-Cascades1 aThiele, A1 aJackson, A, T1 aStremic, S, M1 aHowes, Satoris  uhttps://scholarworks.bgsu.edu/cgi/viewcontent.cgi?article=1095&context=pad00652nas a2200157   4500008004100000245015800041210006900199260000900268300001100277490000700288653001500295100001600310700001600326700001700342856013500359       2020                        eng d00aDoes Transformational Leadership Promote the Perception of Ethical Leadership? A Moderated Mediation of Procedural Justice and Power-Distance Orientation0 aDoes Transformational Leadership Promote the Perception of Ethic  c2020  a89-1010 v1710aManagement1 aLee, Jessie1 aCho, Jeewon1 aPhillai, Raj  u/biblio/does-transformational-leadership-promote-perception-ethical-leadership-moderated-mediation00370nas a2200109   4500008004100000245005100041210005100092260000900143653001500152100001600167856007700183       2020                        eng d00aEmotions and emotion training in the workplace0 aEmotions and emotion training in the workplace  c202010aManagement1 aRees, Laura  uhttps://smith.queensu.ca/insight/content/why-emotions-belongat- work.php00456nas a2200109   4500008004100000245007100041210006900112260000900181653001500190100001600205856012500221       2020                        eng d00aEmotions, emotional intelligence, and ambivalence in the workplace0 aEmotions emotional intelligence and ambivalence in the workplace  c202010aManagement1 aRees, Laura  uhttps://www.womenofinfluence.ca/2020/02/10/understanding-emotional-intelligence-in-theworkplace- its-not-what-you-think/00724nas a2200205   4500008004100000245009700041210006900138260000900207300000900216653001500225653001700240100001900257700001900276700001700295700002200312700001900334700001800353700001600371856013100387       2020                        eng d00aEmpirical assessment of typical versus maximal responding in behavior description interviews0 aEmpirical assessment of typical versus maximal responding in beh  c2020  a1-2110aManagement10aOSU-Cascades1 aHuffcutt, A, I1 aHowes, Satoris1 aDustin, S, L1 aChmielewski, A, N1 aMarshall, C, a1 aMetzger, R, L1 aGioia, V, P  u/biblio/empirical-assessment-typical-versus-maximal-responding-behavior-description-interviews01926nas 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-research00516nas a2200109   4500008004100000245011900041210006900160260000900229653001500238100001600253856013700269       2020                        eng d00a?	Featured in radio interview with Tina Dacin, Laura Rees, & host David Moses for ELMNT FM Radio in Toronto/Ottawa0 aFeatured in radio interview with Tina Dacin Laura Rees host Davi  c202010aManagement1 aRees, Laura  u/biblio/featured-radio-interview-tina-dacin-laura-rees-host-david-moses-elmnt-fm-radio-torontoottawa00502nas a2200109   4500008004100000245011700041210006900158260000900227653001500236100001600251856012500267       2020                        eng d00aFeatured in radio interview with Tina Dacin, Laura Rees, & host David Moses for ELMNT FM Radio in Toronto/Ottawa0 aFeatured in radio interview with Tina Dacin Laura Rees host Davi  c202010aManagement1 aRees, Laura  u/biblio/featured-radio-interview-tina-dacin-laura-rees-host-david-moses-elmnt-fm-radio-000665nas 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-learning00656nas 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-and00420nas a2200109   4500008004100000245006500041210006400106260000900170653001500179100001600194856010000210       2020                        eng d00aHow to calmly navigate personal interactions during COVID-190 aHow to calmly navigate personal interactions during COVID19  c202010aManagement1 aRees, Laura  uhttps://theconversation.com/how-to-calmly-navigate-personal-interactions-during-covid-19-14366900570nas a2200145   4500008004100000245009900041210006900140260000900209300001200218490000700230653001500237100001800252700002300270856013100293       2020                        eng d00aI Am Therefore I Own: Implications of Organization-Based Identity for Employee Stock Ownership0 aI Am Therefore I Own Implications of OrganizationBased Identity   c2020  a175-1830 v5910aManagement1 aPaterson, Ted1 aWelbourne, Theresa  u/biblio/i-am-therefore-i-own-implications-organization-based-identity-employee-stock-ownership00481nas a2200121   4500008004100000245007900041210006900120260002100189653001500210100001800225700001500243856010100258       2020                        eng d00aIGNITE panel with data: The who, what, when, & where of candidate feedback0 aIGNITE panel with data The who what when where of candidate feed  aAustin, TXc202010aManagement1 aMecca, Jensen1 aHardy, Jay  u/biblio/ignite-panel-data-who-what-when-where-candidate-feedback00529nas a2200157   4500008004100000245006500041210006400106260000900170300001200179490000600191653001500197100002400212700002300236700002100259856009100280       2020                        eng d00aJob seeking: The process and experience of looking for a job0 aJob seeking The process and experience of looking for a job  c2020  a315-3370 v710aManagement1 aWanberg, Connie, R.1 aAli, Abdifatah, A.1 aCsillag, Borbala  u/biblio/job-seeking-process-and-experience-looking-job00716nas 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-behavior00460nas a2200157   4500008004100000245003700041210003600078260001900114300001200133653001500145653001700160100001800177700001600195700001900211856007200230       2020                        eng d00aLGBTQ parents and the workplace.0 aLGBTQ parents and the workplace  aNew Yorkc2020  a271-28510aManagement10aOSU-Cascades1 aHuffman, A, H1 aSmith, N, A1 aHowes, Satoris  u/biblio/lgbtq-parents-and-workplace00533nas a2200169   4500008004100000245005900041210005900100260000900159300001200168490000700180653001500187100001600202700001600218700001600234700001700250856009600267       2020                        eng d00aLimiting fear and anger responses to anger expressions0 aLimiting fear and anger responses to anger expressions  c2020  a581-6050 v3110aManagement1 aRees, Laura1 aFriedman, R1 aOelkalns, M1 aLachowicz, M  u/biblio/limiting-fear-and-anger-responses-anger-expressions00561nas a2200145   4500008004100000245009800041210006900139260000900208300001200217490000700229653001500236100001700251700002100268856012600289       2020                        eng d00aOccupational boundary play: Crafting a sense of identity legitimacy in an emerging occupation0 aOccupational boundary play Crafting a sense of identity legitima  c2020  a871-8940 v4110aManagement1 aMurphy, Chad1 aKreiner, Glen, E  u/biblio/occupational-boundary-play-crafting-sense-identity-legitimacy-emerging-occupation00474nas a2200109   4500008004100000245008300041210006900124260002100193653001500214100001500229856012000244       2020                        eng d00aReasons matter: Decomposing turnover reasons for improving pre-hire prediction0 aReasons matter Decomposing turnover reasons for improving prehir  aAustin, TXc202010aManagement1 aHardy, Jay  u/biblio/reasons-matter-decomposing-turnover-reasons-improving-pre-hire-prediction-000705nas a2200193   4500008004100000245011900041210006900160260000900229300001200238490000700250653001500257100001900272700001700291700001200308700002200320700002100342700001500363856013300378       2020                        eng d00aThe role of epistemic curiosity in game-based learning: Distinguishing skill acquisition from adaptation to change0 arole of epistemic curiosity in gamebased learning Distinguishing  c2020  a141-1660 v5110aManagement1 aHuck, Jonathan1 aDay, Eric, A1 aLin, Li1 aJorgensen, Ashley1 aWestlin, Joeseph1 aHardy, Jay  u/biblio/role-epistemic-curiosity-game-based-learning-distinguishing-skill-acquisition-adaptation00526nas a2200121   4500008004100000245009300041210007100134260002100205653001500226100001500241700002200256856012600278       2020                        eng d00aSIOP Select: Show us how it’s done! Real-world scientist–practitioner collaborations0 aSIOP Select Show us how it s done Realworld scientist–practition  aAustin, TXc202010aManagement1 aHardy, Jay1 aLinnabery, Eileen  u/biblio/siop-select-show-us-how-its-done-real-world-scientist-practitioner-collaborations00512nas a2200121   4500008004100000245008400041210006900125260002100194653001500215100001500230700002300245856012200268       2020                        eng d00aSIOP Select: Story time! Competition finalists share career-shaping experiences0 aSIOP Select Story time Competition finalists share careershaping  aAustin, TXc202010aManagement1 aHardy, Jay1 aHetrick, Andrea, L  u/biblio/siop-select-story-time-competition-finalists-share-career-shaping-experiences00656nas a2200181   4500008004100000245008600041210006900127260000900196300001400205490000800219653001500227100002400242700002100266700002600287700001300313700002500326856012300351       2020                        eng d00aSocioeconomic status and well-being during COVID-19: A resource based examination0 aSocioeconomic status and wellbeing during COVID19 A resource bas  c2020  a1382-13960 v10510aManagement1 aWanberg, Connie, R.1 aCsillag, Borbala1 aDouglass, Richard, P.1 aZhou, Le1 aPollard, Michael, S.  u/biblio/socioeconomic-status-and-well-being-during-covid-19-resource-based-examination00428nas a2200109   4500008004100000245006400041210006100105260002300166653001500189100001800204856009600222       2020                        eng d00aThriving Under Pressure: A Study of Business Ph.D. Students0 aThriving Under Pressure A Study of Business PhD Students  aWaikoloa, HIc202010aManagement1 aPaterson, Ted  u/biblio/thriving-under-pressure-study-business-phd-students00872nas a2200121   4500008004100000245001300041210001300054260002800067520055000095653001500645100001700660856007300677       2020                        eng d00aUntitled0 aUntitled  aCorvallis, 91����c20203 aFaculty at 91���� are leading the efforts to improve access to higher education and make college more affordable by reducing the costs of textbooks and required course materials. Guided by the expertise and support of the OSU Open Educational Resources Unit, an increasing number of faculty members are adopting, adapting and authoring OERs. One such faculty member is John Morris in the College of Business. He recently shared his insights about the decision to incorporate OERs in his course, the development process and more.10aManagement1 aMorris, John  uhttps://ecampus.oregonstate.edu/news/2020/oer-at-work-john-morris-1/02186nas a2200169   4500008004100000245008800041210006900129260000900198520158000207653001501787653001701802100001901819700002101838700001801859700001101877856012801888       2020                        eng d00aWhen and why narcissists exhibit greater hindsight bias and less perceived learning0 aWhen and why narcissists exhibit greater hindsight bias and less  c20203 aThe present research sought to examine the impact of narcissism, prediction accuracy, and should counterfactual thinking—which includes thoughts such as “I should have done something different”—on hindsight bias (the tendency to exaggerate in hindsight what one knew in foresight) and perceived learning. To test these effects, we conducted four studies (total <i>n</i> = 727). First, in Study 1 we examined a moderated mediation model, in which should counterfactual thinking mediates the relation between narcissism and hindsight bias, and this mediation is moderated by prediction accuracy such that the relationship is negative when predictions are accurate and positive when predictions are inaccurate after accurate predictions. Second, in Study 2 we examined a moderated sequential mediation model, in which the relation between narcissism and perceived learning is sequentially mediated through should counterfactual thinking and hindsight bias, and importantly, this sequential mediation is moderated by prediction accuracy. In Study 3 we ruled out could counterfactual thinking as an alternative explanation for the relationship between narcissism and hindsight bias. Finally, by manipulating should counterfactual thinking in Study 4, our findings suggest that this type of thinking has a causal effect on hindsight bias. We discuss why exhibiting some hindsight bias can be positive after failure. We also discuss implications for eliciting should counterfactual thinking. Our results help explain why narcissists may fail to learn from their experiences.10aManagement10aOSU-Cascades1 aHowes, Satoris1 aKausel, Edgar, E1 aJackson, A, T1 aReb, J  u/biblio/when-and-why-narcissists-exhibit-greater-hindsight-bias-and-less-perceived-learning00512nas a2200121   4500008004100000245008800041210006900129260002100198653001500219100002200234700001500256856011900271       2020                        eng d00aWhen creative self-efficacy is positively related to creativity and when it isn’t0 aWhen creative selfefficacy is positively related to creativity a  aAustin, TXc202010aManagement1 aSteele, Logan, M.1 aHardy, Jay  u/biblio/when-creative-self-efficacy-positively-related-creativity-and-when-it-isnt00411nas a2200121   4500008004100000245004800041210004600089260002100135653001500156100001600171700001600187856008600203       2020                        eng d00aWorkplace affect, conflict, and negotiation0 aWorkplace affect conflict and negotiation  aCambridge:c202010aManagement1 aOleklans, M1 aRees, Laura  u/biblio/workplace-affect-conflict-and-negotiation00661nas a2200169   4500008004100000245012600041210006900167260000900236300000900245653001500254653001700269100001900286700001600305700001800321700001700339856013500356       2020                        eng d00aWorkplace support and affirming behaviors: Moving toward a transgender, gender diverse, and non-binary friendly workplace0 aWorkplace support and affirming behaviors Moving toward a transg  c2020  a1-4410aManagement10aOSU-Cascades1 aHowes, Satoris1 aMills, M, J1 aHuffman, A, H1 aAlbritton, D  u/biblio/workplace-support-and-affirming-behaviors-moving-toward-transgender-gender-diverse-and-non01600nas a2200133   4500008004100000245010800041210006900149260000900218520106100227653001501288100001801303700001501321856013001336       2019                        eng d00aAm I Expected to Be Ethical? A Role-Definition Perspective of Ethical Leadership and Unethical Behavior0 aAm I Expected to Be Ethical A RoleDefinition Perspective of Ethi  c20193 aPrior studies have demonstrated that leaders’ ethical behaviors have an impact on followers’ unethical behaviors and yet the explanatory mechanisms in this relationship have not been fully explored. To further explicate the relationship between ethical leadership and unethical employee behavior, we adopted a role-based perspective and introduced the concept of perceived ethical role breadth. That is, we explored the impact that leaders’ actions and voice behaviors have on in-role versus extra-role perceptions of employees as they relate to ethical behavior and the impact, in turn, on unethical behavior. In a field study involving 394 employees and 68 supervisors and a randomized experiment conducted with 121 working professionals we find that, as predicted, leaders’ behaviors and voice have a significant influence on perceived ethical role breadth and that these role breadth perceptions impact unethical behavior. Based on our empirical findings, we describe the implications, limitations, and future directions relevant to this study.10aManagement1 aPaterson, Ted1 aHuang, Lei  u/biblio/am-i-expected-be-ethical-role-definition-perspective-ethical-leadership-and-unethical00591nas a2200169   4500008004100000245009100041210006900132260000900201490000900210653001500219100001400234700001300248700001500261700001800276700001200294856011500306       2019                        eng d00aCan Work Teams Prosper with Membership Flux? The Role of Team Receptivity to Newcomers0 aCan Work Teams Prosper with Membership Flux The Role of Team Rec  c20190 v201910aManagement1 aZhang, Qi1 aSu, Rong1 aRyu, Seung1 aLi, Christina1 aYu, Kun  u/biblio/can-work-teams-prosper-membership-flux-role-team-receptivity-newcomers00506nas a2200109   4500008004100000245011400041210006900155260000900224653001500233100001500248856013300263       2019                        eng d00aComputational models of learning, training, and socialization: A targeted review and a look toward the future0 aComputational models of learning training and socialization A ta  c201910aManagement1 aHardy, Jay  u/biblio/computational-models-learning-training-and-socialization-targeted-review-and-look-toward01747nas a2200181   4500008004100000245010800041210006900149260000900218300001000227490000600237520117300243653001501416100002101431700002001452700002101472700002101493856005101514       2019                        eng d00aDisability, Gender and Race: Does Educational Attainment Reduce Earning Disparity for All or Just Some?0 aDisability Gender and Race Does Educational Attainment Reduce Ea  c2019  a90-990 v53 aWhile interest in research on persons with disabilities has grown steadily, these individuals continue to encounter workplace discrimination and remain marginalized and understudied. We draw on human capital and discrimination theories to propose and test hypotheses on the effects of educational attainment on earnings (in)equality for persons with disabilities and the moderating influence of gender and race using 885,950 records, including 40,438 persons with disabilities from the American Community Survey 2015. Consistent with human capital theory, we find that persons with disabilities benefit from greater educational attainment, yet consistent with disability discrimination theories, we find evidence that they are less likely to convert educational gains for master’s and higher degrees into earning gains, and consistent with theories on multiple sources of discrimination, we find that women with disabilities may be doubly disadvantaged. These results, however, are mixed and complex. Considering the importance of harnessing diverse talent in organizations, we outline implications for research and practice toward reducing workplace discrimination.10aManagement1 aBaldridge, David1 aKulkarni, Mukta1 aEugster, Beatrix1 aDirmyer, Richard  uhttps://scholarworks.bgsu.edu/pad/vol5/iss2/1100586nas a2200133   4500008004100000245012400041210006900165260002100234653001500255100001700270700001600287700001600303856013300319       2019                        eng d00aDoes Frequent Inter-Unit Contact Leads to Higher Global Identification? The Contextualizing Role of Subsidiary Managers0 aDoes Frequent InterUnit Contact Leads to Higher Global Identific  aSonoma, CAc201910aManagement1 aKim, Sungsoo1 aCha, Sandra1 aCho, Jeewon  u/biblio/does-frequent-inter-unit-contact-leads-higher-global-identification-contextualizing-role00446nas a2200157   4500008004100000245004300041210004000084260000900124300001000133490000800143653001500151100001300166700001600179700001600195856007700211       2019                        eng d00aAn ethical analysis of emotional labor0 aethical analysis of emotional labor  c2019  a17-340 v16010aManagement1 aBarry, B1 aOelkalns, M1 aRees, Laura  u/biblio/ethical-analysis-emotional-labor00723nas a2200181   4500008004100000245017600041210006900217260000900286300001200295490000700307653001500314100001600329700001600345700001900361700001600380700001000396856013500406       2019                        eng d00aEthical Leadership and Follower Outcomes: The Mediating Effects of Organizational Commitment while Controlling for the Full-Range Leadership Model and Authentic Leadership0 aEthical Leadership and Follower Outcomes The Mediating Effects o  c2019  a821-8470 v3610aManagement1 aCho, Jeewon1 aLee, Jessie1 aBaek, Yoonjung1 aPillai, Raj1 aOh, S  u/biblio/ethical-leadership-and-follower-outcomes-mediating-effects-organizational-commitment-while00644nas a2200193   4500008004100000245008000041210006900121260000900190300001400199490000600213653001500219653001700234100001800251700001600269700001900285700001700304700001800321856011100339       2019                        eng d00aExamining factors influencing use of a decision aid in personnel selection.0 aExamining factors influencing use of a decision aid in personnel  c2019  aArticle 10 v510aManagement10aOSU-Cascades1 aJackson, A, T1 aYoung, M, E1 aHowes, Satoris1 aKnight, P, A1 aReichin, S, L  u/biblio/examining-factors-influencing-use-decision-aid-personnel-selection01761nas a2200169   4500008004100000245014000041210006900181260000900250300001200259490000700271520110700278653001501385100001501400700001801415700002401433856013401457       2019                        eng d00aExploration-Exploitation tradeoffs and information-knowledge gaps in self-regulated learning: Implications for training and development0 aExplorationExploitation tradeoffs and informationknowledge gaps   c2019  a196-2170 v293 aLearning in modern organizations often involves managing a tradeoff between exploration (i.e., knowledge expansion) and exploitation (i.e., knowledge refinement). In this paper, we consider the implications of this tradeoff in the context of learner-controlled training and development. We then propose a model that integrates research on control theory, curiosity, and skill acquisition to explain how information knowledge gaps (i.e., gaps between what learners believe they know and what they desire to know) guide resource allocation decisions throughout the learning process. Using this model, we present testable propositions regarding (a) the different approaches learners take when resolving exploration-exploitation tradeoffs, (b) how systematic changes in learner perceptions translate into changes in systematic learner behavior, and (c) how common biases in key learner perceptions can undermine the functioning of self-regulated learning in training and development contexts. We finish with a discussion of the model's implications for the science and practice of training and development.10aManagement1 aHardy, Jay1 aDay, Eric, A.1 aJr, Winfred, Arthur  u/biblio/exploration-exploitation-tradeoffs-and-information-knowledge-gaps-self-regulated-learning01892nas a2200169   4500008004100000245012600041210006900167260000900236300001200245490000800257520133600265653001501601100002001616700001901636700002101655856004601676       2019                        eng d00aFostering sustainable careers across the lifespan: The role of disability, idiosyncratic deals and perceived work ability0 aFostering sustainable careers across the lifespan The role of di  c2019  a185-1980 v1123 aWhile scholars and practitioners are increasingly aware of the positive effect of idiosyncratic deals (i-deals) on employee attitudes, little is known about how i-deals might affect work and career outcomes for employees with disabilities, a marginalized and understudied group. The present study builds on Conservation of Resources (COR) theory to explain how i-deals might influence perceived work ability for employees with disabilities, and in turn, their turnover intentions. Furthermore, this study is the first to compare the experiences of employees with physical, psychological and no disabilities regarding these relationships. Our hypotheses are tested using field data from 19,770 employees working for a German federal agency. In brief, the negative direct effect of i-deals on turnover intentions is found to be stronger for employees with physical disabilities than for those without disabilities. Further, the results indicate a significant negative indirect effect of i-deals on turnover intentions through perceived work ability for all employee groups. As expected, we find that this indirect effect increases in magnitude when going from the condition having a physical disability or no disability to the condition having a psychological disability. Implications for research, theory and practice are discussed.10aManagement1 aBrzykcysg, Anna1 aBoehm, Stephan1 aBaldridge, David  uhttps://doi.org/10.1016/j.jvb.2019.02.00100569nas 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-activity01572nas a2200157   4500008004100000245007900041210006900120260000900189490000900198520106700207653001501274100001701289700001601306700002201322856007001344       2019                        eng d00aHow Managers Gain Their Employees Trust through Control and Trust-Building0 aHow Managers Gain Their Employees Trust through Control and Trus  c20190 v20193 aThis paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests. The paper concludes with a discussion about how these perspectives advance research on organizational control, organizational trust, and control-trust relationships.10aManagement1 aCarroll, Tim1 aLong, Chris1 aHoltom, Brooks, C  uhttps://journals.aom.org/doi/abs/10.5465/AMBPP.2019.19068abstract00527nas a2200121   4500008004100000245009200041210006900133260003600202653001500238100001900253700001500272856011800287       2019                        eng d00aIGNITE panel with data: Myth vs. Reality in candidate reactions – What really matters0 aIGNITE panel with data Myth vs Reality in candidate reactions Wh  aNational Harbor, Marylandc201910aManagement1 aDennis, Sandra1 aHardy, Jay  u/biblio/ignite-panel-data-myth-vs-reality-candidate-reactions-what-really-matters00530nas a2200109   4500008004100000245011500041210006900156260002700225653001500252100001700267856013600284       2019                        eng d00aI'm Not Who You Think I Am: A Grounded Model of Identity Rebuilding in the Wake of Exiting a High-Profile Role0 aIm Not Who You Think I Am A Grounded Model of Identity Rebuildin  aPhiladelphia, PAc201910aManagement1 aMurphy, Chad  u/biblio/im-not-who-you-think-i-am-grounded-model-identity-rebuilding-wake-exiting-high-profile-role00514nas a2200157   4500008004100000245006300041210006000104260003100164300000800195490000900203520007300212653001500285653001400300100001600314856002600330       2019                        eng d00aInnovation Program Stagnant? Here's How to Get it Unstuck.0 aInnovation Program Stagnant Heres How to Get it Unstuck  aColorado Springs, COc2019  a1120 v20193 aSteps to get innovation unstuck using Hildegard of Bingen's 4 via's.10aManagement10aMarketing1 aBroome, Jon  uhttps://www.csbj.com/00588nas a2200133   4500008004100000245013300041210006900174260000900243653001500252100002000267700001500287700001800302856013400320       2019                        eng d00aLMX-Differentiation Strengthens the Prosocial Consequences of Leader Humility: An Identification and Social Exchange Perspective0 aLMXDifferentiation Strengthens the Prosocial Consequences of Lea  c201910aManagement1 aCarnevale, Joel1 aHuang, Lei1 aPaterson, Ted  u/biblio/lmx-differentiation-strengthens-prosocial-consequences-leader-humility-identification-and00592nas a2200145   4500008004100000245012700041210006900168260000900237300001200246490000700258653001500265100001600280700001600296856013400312       2019                        eng d00aLogics and logistics for future research: Appropriately interpreting the emotional landscape of multi-cultural negotiation0 aLogics and logistics for future research Appropriately interpret  c2019  a131-1450 v1210aManagement1 aRees, Laura1 aKopleman, S  u/biblio/logics-and-logistics-future-research-appropriately-interpreting-emotional-landscape-multi00605nas a2200169   4500008004100000245009400041210006900135260000900204300001600213490000800229653001500237100001300252700001400265700001500279700001500294856012600309       2019                        eng d00aModeling congruence in organizational research with latent moderated structural equations0 aModeling congruence in organizational research with latent moder  c2019  a1404–14330 v10410aManagement1 aSu, Rong1 aZhang, Qi1 aLiu, Yaowu1 aTay, Louis  u/biblio/modeling-congruence-organizational-research-latent-moderated-structural-equations00625nas a2200157   4500008004100000245010000041210006900141260000900210653001500219100002100234700001500255700002300270700002100293700002500314856012800339       2019                        eng d00aNavigating creative paradoxes: Exploration and exploitation effort drive novelty and usefulness0 aNavigating creative paradoxes Exploration and exploitation effor  c201910aManagement1 aSteele, Logan, M1 aHardy, Jay1 aDay, Eric, Anthony1 aWatts, Logan, L.1 aMumford, Michael, D.  u/biblio/navigating-creative-paradoxes-exploration-and-exploitation-effort-drive-novelty-and00429nam a2200133   4500008004100000245004500041210004400086260000900130653001500139653001700154100002400171700001900195856008100214       2019                        eng d00aPsychology Applied to Work, 12th Edition0 aPsychology Applied to Work 12th Edition  c201910aManagement10aOSU-Cascades1 aMuchinsky, Paul, M.1 aHowes, Satoris  u/biblio/psychology-applied-work-12th-edition00540nas a2200169   4500008004100000245006100041210005900102260000900161300001200170490000700182653001500189100001900204700001700223700001900240700001500259856009600274       2019                        eng d00aSelecting for retention: Understanding turnover pre-hire0 aSelecting for retention Understanding turnover prehire  c2019  a338-3410 v1210aManagement1 aGibson, Carter1 aKoenig, Nick1 aGriffith, Jenn1 aHardy, Jay  u/biblio/selecting-retention-understanding-turnover-pre-hire00583nas a2200181   4500008004100000245006600041210006400107260000900171300001200180490000700192653001500199653001700214100001800231700001400249700001800263700001900281856010100300       2019                        eng d00aSoldiers' perceptions of military spouses' career experiences0 aSoldiers perceptions of military spouses career experiences  c2019  a510-5220 v3110aManagement10aOSU-Cascades1 aHuffman, A, H1 aDunbar, N1 aBillington, A1 aHowes, Satoris  u/biblio/soldiers-perceptions-military-spouses-career-experiences01054nam a2200145   4500008004100000020001300041245002900054210002800083260002800111300000800139520066900147653001500816100001700831856006000848       2019                        eng d  a1973454500aStrategic Management, 2e0 aStrategic Management 2e  aCorvallis, 91����c2019  a1123 aThis open source textbook is derived from many sources, initially from the Principles of Management by Carpenter, Bauer, and Erdogan, but there is abundant new content as well. It is published under a Creative Commons license and as such there is no charge ever for this textbook.The most important change from 1e is that static content was removed to make room for student-generated dynamic content. Throughout the book look for the names of contributing students in the orange colored example boxes. As the term progresses, you will see new examples appear as fellow students research and summarize topics for current events, all are curated by the instructor.
10aManagement1 aMorris, John  uhttps://open.oregonstate.education/strategicmanagement/00560nas a2200121   4500008004100000245011200041210006900153260003600222653001500258100001800273700001500291856013200306       2019                        eng d00aSymposium on best practices for running a research lab using graduate and undergraduate research assistants0 aSymposium on best practices for running a research lab using gra  aNational Harbor, Marylandc201910aManagement1 aJohnson, Lars1 aHardy, Jay  u/biblio/symposium-best-practices-running-research-lab-using-graduate-and-undergraduate-research00524nas a2200121   4500008004100000245009900041210006900140260002100209653001500230100001800245700001600263856012300279       2019                        eng d00aThat's Interesting! Or Is It? On the Incommensurability of Academic and Practitioner Interests0 aThats Interesting Or Is It On the Incommensurability of Academic  aBoston, MAc201910aManagement1 aPaterson, Ted1 aHarms, P, D  u/biblio/thats-interesting-or-it-incommensurability-academic-and-practitioner-interests00548nas a2200181   4500008004100000245005500041210005500096260000900151300001400160490000800174653001500182100001300197700001500210700001900225700001400244700001800258856009000276       2019                        eng d00aToward a dimensional model of vocational interests0 aToward a dimensional model of vocational interests  c2019  a690–7140 v10410aManagement1 aSu, Rong1 aTay, Louis1 aLiao, Hsian-Ya1 aZhang, Qi1 aRounds, James  u/biblio/toward-dimensional-model-vocational-interests02071nas a2200169   4500008004100000245009600041210006900137260000900206520145800215653001501673100001601688700002101704700001901725700002001744700002201764856011501786       2019                        eng d00aOn the treatment of people with disabilities in organizations: A review and research agenda0 atreatment of people with disabilities in organizations A review   c20193 aHuman resource practitioners have a crucial role in promoting equitable treatment of persons with disabilities, and practitioner’s decisions should be guided by solid evidence-based research. We offer a systematic review of the empirical research on the treatment of persons with disabilities in organizations, using Stone and Colella’s (1996) seminal theoretical model of the factors influencing the treatment of persons with disabilities in work organizations, to ask: What does the available research reveal about workplace treatment of persons with disabilities, and what remains understudied? Our review of 88 empirical studies from management, rehabilitation, psychology, and sociology research highlights seven gaps and limitations in extant research: (1) implicit definitions of workplace treatment, (2) neglect of national context variation, (3) missing differentiation between disability populations, (4) over-reliance on available data sets, (5) predominance of single-source, cross-sectional data (6) neglect of individual differences and identities in the presence of disability, and (7) lack of specificity on underlying stigma processes. To support the development of more inclusive workplaces, we recommend increased research collaborations between human resource researchers and practitioners on the study of specific disabilities and contexts, and efforts to define and expand notions of treatment to capture more nuanced outcomes.10aManagement1 aBeatty, Joy1 aBaldridge, David1 aBöhm, Stephan1 aKulkarni, Mukta1 aColella, Adrienna  u/biblio/treatment-people-disabilities-organizations-review-and-research-agenda00525nas 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-science00677nas a2200181   4500008004100000245013100041210006900172260000900241300001200250490000700262653001500269100001500284700001600299700001300315700001600328700001500344856013600359       2019                        eng d00aWhen and why a squeakier wheel gets more grease: The influence of cultural values and anger intensity on customer compensation0 aWhen and why a squeakier wheel gets more grease The influence of  c2019  a223-2400 v2210aManagement1 aGlikson, E1 aRees, Laura1 aWirtz, J1 aKopleman, S1 aRafaeli, A  u/biblio/when-and-why-squeakier-wheel-gets-more-grease-influence-cultural-values-and-anger-intensity00651nas 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-topics00763nas a2200193   4500008004100000245015100041210006900192260000900261300001200270490000700282653001500289100002700304700001900331700002100350700002600371700001500397700002100412856013600433       2018                        eng d00aAre You Thinking What I'm Thinking?: The Influence of Leader Style, Distance, and Leader–Follower Mental Model Congruence on Creative Performance0 aAre You Thinking What Im Thinking The Influence of Leader Style   c2018  a153-1700 v2510aManagement1 aGriffith, Jennifer, A.1 aGibson, Carter1 aMedeiros, Kelsey1 aMacDougall, Alexandra1 aHardy, Jay1 aMumford, Michael  u/biblio/are-you-thinking-what-im-thinking-influence-leader-style-distance-and-leaderfollower-mental00804nam a2200145   4500008004100000245003300041210003300074260002800107300000700135520041100142653001500553100001700568700001700585856005600602       2018                        eng d00aBusiness Writing Style Guide0 aBusiness Writing Style Guide  aCorvallis, 91����c2018  a713 aThe guide seeks to help students apply the basic concepts for effective and concise business writing to compile a well written report acceptable within a business context. It provides a writing process designed for business students to demonstrate critical thinking, reasoning, and persuasion and to use a business model effectively. It provides linkages to resources for improving business writing skills.10aManagement1 aMorris, John1 aZwart, Julie  uhttps://open.oregonstate.education/businesswriting/02104nas 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-group00580nas a2200145   4500008004100000245009000041210006900131260002200200653001500222100001900237700001700256700002200273700001500295856012400310       2018                        eng d00aCuriosity, skill acquisition, and adaptation: A piecewise latent trajectory analysis.0 aCuriosity skill acquisition and adaptation A piecewise latent tr  aChicago, ILc201810aManagement1 aHuck, Jonathan1 aDay, Eric, A1 aJorgensen, Ashley1 aHardy, Jay  u/biblio/curiosity-skill-acquisition-and-adaptation-piecewise-latent-trajectory-analysis00616nas a2200157   4500008004100000245010100041210006900142260002200211653001500233100001600248700001600264700001900280700001600299700001000315856013300325       2018                        eng d00aEthical Leadership and Performance Controlling for the Full-Range Model and Authentic Leadership0 aEthical Leadership and Performance Controlling for the FullRange  aChicago, ILc201810aManagement1 aCho, Jeewon1 aLee, Jessie1 aBaek, Yoonjung1 aPillai, Raj1 aOh, S  u/biblio/ethical-leadership-and-performance-controlling-full-range-model-and-authentic-leadership00553nas a2200133   4500008004100000245010200041210006900143260002400212653001500236100001500251700001600266700001400282856012300296       2018                        eng d00aAn Examination of Resilience in Healthcare Information Systems in the Context of Natural Disaster0 aExamination of Resilience in Healthcare Information Systems in t  aSan Franciscoc201810aManagement1 aPark, Insu1 aCho, Jeewon1 aRao, H.R.  u/biblio/examination-resilience-healthcare-information-systems-context-natural-disaster00659nas 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-behavior01919nas a2200145   4500008004100000245010200041210006900143260000900212520134300221653001501564100002401579700002201603700001701625856013101642       2018                        eng d00aFake it to make it: Emotional labor reduces the racial disparity in service performance judgments0 aFake it to make it Emotional labor reduces the racial disparity   c20183 aService providers who are Black tend to be evaluated less favorably than those who are White, hindering opportunities for advancement. We propose that the Black-White racial disparity in service performance evaluations is due to occupational-racial stereotype incongruence for interpersonal warmth, and that more emotional labor is necessary from Blacks to reduce this incongruence. A pilot study manipulating employee race and occupation confirmed warmth and person-occupation fit judgments are lower for an otherwise equal Black than White service provider. We then demonstrate the racial disparity in service performance is due to interpersonal warmth differences in an experimental study with participants evaluating videos of retail clerks (Study 1) and a multi-source field study of grocery clerks with supervisor-rated judgments (Study 2). Furthermore, White service providers are rated highly regardless of emotional labor, but performing more emotional labor (i.e., amplifying positive expressions) is necessary for Black providers to increase warmth judgments and reduce the racial disparity. In other words, Black providers are held to a higher standard where they must “fake it to make it” in service roles. We discuss implications for stereotype fit and expectation states theory, emotional labor, and service management.10aManagement1 aGrandey, Alicia, A.1 aHouston, Lawrence1 aAvery, Derek  u/biblio/fake-it-make-it-emotional-labor-reduces-racial-disparity-service-performance-judgments00666nas 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-work00459nas a2200121   4500008004100000245006300041210005900104260002200163653001500185100001800200700002300218856009600241       2018                        eng d00aThe Individual Identity Impact of Employee Resource Groups0 aIndividual Identity Impact of Employee Resource Groups  aChicago, ILc201810aManagement1 aPaterson, Ted1 aWelbourne, Theresa  u/biblio/individual-identity-impact-employee-resource-groups00622nas a2200157   4500008004100000245012000041210006900161260000900230300001400239490000700253653001500260100001500275700001800290700002100308856013500329       2018                        eng d00aInterrelationships among self-regulatory processes: Toward a dynamic process-based model of self-regulated learning0 aInterrelationships among selfregulatory processes Toward a dynam  c2018  a3146-31770 v4510aManagement1 aHardy, Jay1 aDay, Eric, A.1 aSteele, Logan, M  u/biblio/interrelationships-among-self-regulatory-processes-toward-dynamic-process-based-model-self00531nas a2200145   4500008004100000245007700041210006900118260000900187653001500196653001700211100001800228700001500246700001900261856010500280       2018                        eng d00aLatin America and its context for research in the work-family interface.0 aLatin America and its context for research in the workfamily int  c201810aManagement10aOSU-Cascades1 aLeiva, P., I.1 aMadrid, H.1 aHowes, Satoris  u/biblio/latin-america-and-its-context-research-work-family-interface00500nas a2200121   4500008004100000245008200041210006900123260002200192653001500214100001500229700001700244856011700261       2018                        eng d00aLet’s go there: Academics and practitioners tackle critical knowledge gaps.0 aLet s go there Academics and practitioners tackle critical knowl  aChicago, ILc201810aManagement1 aHardy, Jay1 aCarr, Alison  u/biblio/lets-go-there-academics-and-practitioners-tackle-critical-knowledge-gaps00690nas a2200181   4500008004100000245011700041210006900158260000900227300001200236490000700248653001500255100002100270700002700291700001500318700002400333700002000357856013100377       2018                        eng d00aLet's look at this another way: How supervisors can help subordinates manage the threat of relationship conflict0 aLets look at this another way How supervisors can help subordina  c2018  a368-3800 v2510aManagement1 aTheil, Chase, E.1 aJennifer, Griffith, A.1 aHardy, Jay1 aPeterson, David, P.1 aConnelly, Shane  u/biblio/lets-look-another-way-how-supervisors-can-help-subordinates-manage-threat-relationship02228nas a2200205   4500008004100000245015200041210006900193260002300262300001200285490000700297520151100304653001501815653001701830100002001847700002101867700002701888700001901915700002101934856006701955       2018                        eng d00aManaging the self-esteem, employment gaps, and employment quality process: The role of facilitation- and understanding-based emotional intelligence0 aManaging the selfesteem employment gaps and employment quality p  aNew York, NYc2018  a680-6930 v393 aThe job search literature addresses characteristics that facilitate reemployment but does not address the management of employment gaps. Building upon prior job search research, we suggest that facilitation-based emotional intelligence reduces employment gaps through self-esteem. Further, understanding-based emotional intelligence moderates the negative relationship between employment gaps and subsequent employment fit. We test these hypotheses employing a multi-wave data collection of 157 workers. At Time 1, undergraduate students completed a measure of self-esteem and a test of facilitation- and understanding-based emotional intelligence using the MSCEIT© V2.0. Ten years later (Time 2), the same individuals reported their employment gaps, person-organization fit, and person-job fit. Findings suggest that facilitation-based emotional intelligence is associated with higher self-esteem, which in turn leads to reduced employment gaps. Additionally, understanding-based emotional intelligence moderates the relationship between employment gaps and person-job fit such that low understanding-based emotional intelligence enhances the negative relationship and high understanding-based emotional intelligence neutralizes the relationship. This study contributes to the emotional intelligence, career management, and job search literatures by illustrating that emotional intelligence plays a role in preventing employment gaps and managing the difficulties associated with subsequent reemployment.10aManagement10aOSU-Cascades1 aDust, Scott, B.1 aRode, Joseph, C.1 aArthaud-Day, Marne, L.1 aHowes, Satoris1 aRamaswami, Aarti  uhttp://onlinelibrary.wiley.com/journal/10.1002/(ISSN)1099-137900476nas 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-parenting00625nas a2200157   4500008004100000245010000041210006900141260002400210653001500234100002100249700001500270700001700285700001700302700001800319856013000337       2018                        eng d00aNavigating creative paradoxes: Exploration and exploitation effort drive novelty and usefulness0 aNavigating creative paradoxes Exploration and exploitation effor  aLexington, KYc201810aManagement1 aSteele, Logan, M1 aHardy, Jay1 aDay, Eric, A1 aWatts, Logan1 aMumford, M, D  u/biblio/navigating-creative-paradoxes-exploration-and-exploitation-effort-drive-novelty-and-000643nas 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-employee02348nas a2200157   4500008004100000245026000041210006900301260002000370520157500390653001501965100002101980700001602001700001902017700001602036856013802052       2018                        eng d00aPeople with disabilities:  Identity, stigmatization, accommodation, and intersection with gender and aging effects on employment opportunities. In Bendl, R., Bleijenbergh, I., Henttonen, E., & Mills, A. J., The Oxford Handbook of Diversity in Organisation0 aPeople with disabilities Identity stigmatization accommodation a  aOxford UKc20183 aDisability status continues to have a significant negative impact on employment outcomes, even in countries with nondiscrimination policies, and outcomes differ by gender and age.  These subpar outcomes can be linked to both environmental and psychological factors.  The design of jobs and workplaces often limits the ability of workers with disabilities to contribute to their fullest capacity.  Stigmatization on the basis of disability status reduces employer willingness to hire workers with disabilities and make reasonable accommodations to allow them to perform effectively.  Some research indicates that women, older workers and workers with disabilities tend to be labeled as unwilling or unable to perform in demanding paid work roles.  Age intersects with disability resulting in inappropriate attribution of disability status as “normal aging.”  Gender intersects with disability to result in lower labor force participation for women with disabilities compared to their male counterparts.  Exclusion and stigmatization create barriers to the development of a positive self-identity as a person with a disability, but such identity development can be empowering, creating a sense of pride and providing a basis for advocacy.  Considerably more research is needed to understand how the actions of organizations, leaders, and teams affect the employment outcomes of workers with disabilities and how impacts differ by gender and age.  But based upon extant knowledge, there are many actions employers can take to improve outcomes for this group of workers.10aManagement1 aBaldridge, David1 aBeatty, Joy1 aKonrad, Alison1 aMoore, Mark  u/biblio/people-disabilities-identity-stigmatization-accommodation-and-intersection-gender-and-aging-000697nas a2200193   4500008004100000245011000041210006900151260000900220300001700229490000600246653001500252653001700267100001800284700001900302700001700321700001600338700001400354856013500368       2018                        eng d00aThe reciprocal relationships between escalation, anger, and confidence in investment decisions over time.0 areciprocal relationships between escalation anger and confidence  c2018  aArticle 11360 v910aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKausel, E, E1 aYoung, M, E1 aLoftis, M  u/biblio/reciprocal-relationships-between-escalation-anger-and-confidence-investment-decisions-over00512nas 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.2190600528nas a2200133   4500008004100000245008500041210006900126260000900195653001500204100001800219700001600237700002400253856011700277       2018                        eng d00aRevisiting the Rigor-Relevance Relationship: An Institutional Logics Perspective0 aRevisiting the RigorRelevance Relationship An Institutional Logi  c201810aManagement1 aPaterson, Ted1 aHarms, P.D.1 aTuggle, Christopher  u/biblio/revisiting-rigor-relevance-relationship-institutional-logics-perspective00361nas a2200109   4500008004100000245004000041210003900081260002200120653001500142100001500157856007900172       2018                        eng d00aRoundtable: Highly Prolific Authors0 aRoundtable Highly Prolific Authors  aChicago, ILc201810aManagement1 aHardy, Jay  u/biblio/roundtable-highly-prolific-authors01681nas a2200193   4500008004100000245009100041210006900132260000900201300001200210490000600222520103900228653001501267653001701282100001801299700001401317700001901331700001901350856011801369       2018                        eng d00aSharing experiences and stressors at work and at home: A model of work-linked couples.0 aSharing experiences and stressors at work and at home A model of  c2018  a157-1800 v23 aWork-linked couples are couples who are connected in some way by their work. We focus on understanding work-life experiences of one type of work-linked couple – dual-military couples, or those couples in which both spouses are enlisted or commissioned by the military. Our goal was to develop a model that not only explains and predicts dual-military couples’ experiences, but also extends beyond this specific group and provides a conceptual model for work-linked couples in all occupational settings. Data from 82 soldiers whose spouses were also in the military were collected during 19 focus groups. We conducted an inductive analysis on transcripts of the focus groups to guide the discovery of themes. Second, a deductive process was used to apply components of the dual-military model to themes that emerged during inductive coding. We identified a set of 11 specific themes, organized into the two main areas of Time and Planning and Boundary Separation and Integration. Implications for theory and practice are discussed.10aManagement10aOSU-Cascades1 aHuffman, A, H1 aDunbar, N1 aKlinefelter, Z1 aHowes, Satoris  u/biblio/sharing-experiences-and-stressors-work-and-home-model-work-linked-couples00505nas a2200169   4500008004100000245005600041210005500097260000900152300001200161490000700173653001500180100001100195700001600206700001600222700001600238856008100254       2018                        eng d00aShooting from the hip: A habit perspective of voice0 aShooting from the hip A habit perspective of voice  c2018  a470-4860 v4310aManagement1 aLam, C1 aRees, Laura1 aLevesque, L1 aOrnstein, S  u/biblio/shooting-hip-habit-perspective-voice00657nas a2200181   4500008004100000245009700041210006900138260000900207300001400216490000800230653001500238100002100253700001500274700002400289700002100313700002300334856011800357       2018                        eng d00aToo many sheep in the flock? Span of control attenuates the influence of ethical leadership.0 aToo many sheep in the flock Span of control attenuates the influ  c2018  a1324-13340 v10310aManagement1 aTheil, Chase, E.1 aHardy, Jay1 aPeterson, David, P.1 aWelsh, David, T.1 aBonner, Julena, M.  u/biblio/too-many-sheep-flock-span-control-attenuates-influence-ethical-leadership00575nas 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-sociometer00633nas 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-001085nas a2200133   4500008004100000245005500041210005500096260000900151520064400160653001500804100002400819700002100843856008700864       2018                        eng d00aWorkplace Experiences of Persons with Disabilities0 aWorkplace Experiences of Persons with Disabilities  c20183 aHuman Relations virtual special issue introduction: Workplace<br>experiences of persons with disabilities<br>Human Relations virtual special issues bring together and highlight related research on a<br>particular topic. Each collection is compiled and introduced by one of the journal’s editors;<br>here we have Catherine E Connelly alongside David Baldridge, Human Relations<br>Editorial Board member and author on this topic.<br>Readers can access our virtual special issue on Workplace experiences of persons<br>with disabilities here: https://journals.sagepub.com/page/hum/collections/virtual-special-issues/persons-with-disabilities10aManagement1 aConnelly, Catherine1 aBaldridge, David  u/biblio/workplace-experiences-persons-disabilities00630nas a2200181   4500008004100000245008200041210006900123260000900192300001200201490000700213653001500220653001700235100001900252700002300271700002100294700002100315856011200336       2018                        eng d00aYes Virginia, there is a gender disparity problem – and it goes beyond STEM.0 aYes Virginia there is a gender disparity problem and it goes bey  c2018  a318-3230 v1110aManagement10aOSU-Cascades1 aHowes, Satoris1 aHenning, Jaime, B.1 aMills, Maura, J.1 aHuffman, Ann, H.  u/biblio/yes-virginia-there-gender-disparity-problem-and-it-goes-beyond-stem00485nas a2200121   4500008004100000245007900041210006900120260000900189653001500198100002600213700001800239856010600257       2017                        eng d00aAdvancing a Richer View of Identity at Work: The Role-Based Identity Scale0 aAdvancing a Richer View of Identity at Work The RoleBased Identi  c201710aManagement1 aWelbourne, Theresa, M1 aPaterson, Ted  u/biblio/advancing-richer-view-identity-work-role-based-identity-scale00529nas a2200121   4500008004100000245009800041210006900139260002200208653001500230100001800245700001500263856012900278       2017                        eng d00aAm I Expected to Be Ethical? A Role-Definition Perspective of Ethical Leadership and Behavior0 aAm I Expected to Be Ethical A RoleDefinition Perspective of Ethi  aAtlanta, GAc201710aManagement1 aPaterson, Ted1 aHuang, Lei  u/biblio/am-i-expected-be-ethical-role-definition-perspective-ethical-leadership-and-behavior00659nas a2200169   4500008004100000245013300041210006900174260000900243300001400252490000800266653001500274100001500289700001900304700001900323700001700342856013000359       2017                        eng d00aAre applicants more likely to quit longer assessments? Examining the effect of assessment length on applicant attrition behavior0 aAre applicants more likely to quit longer assessments Examining   c2017  a1148-11580 v10210aManagement1 aHardy, Jay1 aGibson, Carter1 aSloan, Matthew1 aCarr, Alison  u/biblio/are-applicants-more-likely-quit-longer-assessments-examining-effect-assessment-length00706nas a2200205   4500008004100000245009600041210006900137260000900206300001200215490000600227653001500233653001700248100001900265700001800284700001900302700001700321700001500338700002000353856012700373       2017                        eng d00aThe authors speak: Six IO psychology textbook authors discuss how they decide what to cite.0 aauthors speak Six IO psychology textbook authors discuss how the  c2017  a606-6100 v410aManagement10aOSU-Cascades1 aAamodt, A., A.1 aConte, J., M.1 aHowes, Satoris1 aLevy, P., E.1 aRiggio, R.1 aSpector, P., E.  u/biblio/authors-speak-six-io-psychology-textbook-authors-discuss-how-they-decide-what-cite00613nas a2200157   4500008004100000245010700041210006900148260000900217653001500226653001700241100001900258700001800277700001600295700001600311856012800327       2017                        eng d00aBalancing the badge: Work-family challenges within policing and recommended supports and interventions0 aBalancing the badge Workfamily challenges within policing and re  c201710aManagement10aOSU-Cascades1 aHowes, Satoris1 aHuffman, A, H1 aMills, M, J1 aImhof, C, B  u/biblio/balancing-badge-work-family-challenges-within-policing-and-recommended-supports-and00616nas 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-management00720nas a2200241   4500008004100000245004800041210004800089260002100137653001500158100001600173700002200189700002200211700002100233700002000254700001500274700001900289700001900308700001300327700001600340700001800356700001600374856008800390       2017                        eng d00aBuilding GDO community through storytelling0 aBuilding GDO community through storytelling  aAtlanta GAc201710aManagement1 aBeatty, Joy1 aIV, Oscar, Holmes1 aAtewologun, Doyin1 aBaldridge, David1 aBlancero, Donna1 aKing, Eden1 aKravitz, David1 aMcKay, Patrick1 aNg, Eddy1 aNishi, Lisa1 aRagins, Belle1 aWood, Geoff  u/biblio/building-gdo-community-through-storytelling00546nas a2200169   4500008004100000245004800041210004800089260002100137653001500158100001600173700002100189700002100210700002000231700001900251700001600270856009000286       2017                        eng d00aBuilding GDO community through storytelling0 aBuilding GDO community through storytelling  aAtlanta GAc201710aManagement1 aCreed, Doug1 aKaram, Charlotte1 aBaldridge, David1 aAbelNour, Samer1 aHudson, Bryant1 aHenry, Ella  u/biblio/building-gdo-community-through-storytelling-000475nas a2200121   4500008004100000245006500041210006500106260002100171653001500192100002100207700002000228856010500248       2017                        eng d00aCareer Adaptation and Success after Adult Onset Hearing Loss0 aCareer Adaptation and Success after Adult Onset Hearing Loss  aAtlanta GAc201710aManagement1 aBaldridge, David1 aKulkarni, Mukta  u/biblio/career-adaptation-and-success-after-adult-onset-hearing-loss00361nas a2200109   4500008004100000245003800041210003800079260001800117653001500135100002100150856008000171       2017                        eng d00aCareer Success After Hearing Loss0 aCareer Success After Hearing Loss  aWebinarc201710aManagement1 aBaldridge, David  u/biblio/career-success-after-hearing-loss-002254nas a2200157   4500008004100000245006700041210006500108260000900173520175900182653001501941100002101956700001901977700001601996700001502012856006902027       2017                        eng d00aChildhood-onset disability, strong ties and employment quality0 aChildhoodonset disability strong ties and employment quality  c20173 aPurpose<br><br>Persons with childhood-onset disabilities are among the most marginalized populations, often unemployed or underemployment in jobs providing neither adequate hours for financial self-sufficiency nor fulfillment through skill-utilization. The purpose of this paper is to examine the extent to which social capital in the form of strong ties with family and friends is associated with enhanced employment outcomes for persons with childhood-onset disabilities.<br>Design/methodology/approach<br><br>Questioning the current theoretical consensus that strong social ties are unimportant to employment quality, the authors draw on disability research and opportunity, motivation and ability social capital theory to propose a model of the impact of strong ties with family and friends on paid-work-hours and skill-utilization as well as the potential moderating role of gender and disability severity. The authors then test this model using data from 1,380 people with childhood-onset disabilities and OLS regression analysis.<br>Findings<br><br>As theorized, family-of-origin-size is positively associated with hours worked. Family-of-origin-size is also associated with having more close friends and children. These strong ties, in turn, are positively associated with hours worked. The impact of having more children on hours worked and skill-utilization, however, is positive for men but non-significant for women.<br>Originality/value<br><br>This study breaks new ground by focusing on the association between strong ties with family and friends and employment quality for people with childhood-onset disabilities – a marginalized and understudied group. Findings further indicate the particular vulnerability of women with disabilities.10aManagement1 aBaldridge, David1 aKonrad, Alison1 aMoore, Mark1 aYang, Yang  uhttps://www.emeraldinsight.com/doi/full/10.1108/EDI-11-2016-009300557nas 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-abusive00650nas a2200193   4500008004100000245007000041210006800111260002600179653001500205653001700220100001900237700001800256700001400274700001800288700001900306700001200325700001600337856010300353       2017                        eng d00aDecision making: Do people with dark triad traits utilize advice?0 aDecision making Do people with dark triad traits utilize advice  aChattanooga, TNc201710aManagement10aOSU-Cascades1 aMcNamara, E, D1 aJackson, A, T1 aThiele, A1 aStremic, M, S1 aHowes, Satoris1 aHein, M1 aFrame, M, C  u/biblio/decision-making-do-people-dark-triad-traits-utilize-advice02011nas a2200193   4500008004100000245013300041210006900174260000900243300001000252490000700262520139500269653001501664653001701679100002001696700002101716700001901737700002001756856004101776       2017                        eng d00aDecision-making and exchange processes of dual-military couples: A review and suggested strategies for navigating multiple roles0 aDecisionmaking and exchange processes of dualmilitary couples A   c2017  a11-260 v293 aAs the number of dual-earner couples has increased, so has the number of dual-military couples. Individuals in dual-military couples experience many of the same challenges and benefits as dual-earner couples with added difficulties and advantages that are unique to military employment. The current article presents the exchange-based dual-military marriage model, which builds on Huffman and Payne’s (2005) Huffman, A. H., & Payne, S. C. (2005). The challenges and benefits of dual-military marriages. In C. A. Castro, A. B. Adler, & T. W. Britt (Eds.), Military life: The psychology of serving in peach and combat (Vol.3): The military family (pp. 115–137). Westport, CT: Praeger.<br> [Google Scholar]<br> model for dual-military marriages. Whereas the previous model did not adequately address the decision-making process that dual-military couples must engage in to navigate their unique situation, we address this oversight by incorporating exchanges that occur between the partners as well as between the couple and the military. Our model stresses the importance that perceived resources and the exchange relationship have on dual-military members. Included is a discussion of unique groups (i.e., gender issues, parental status, and sexual orientation), strategies for success for both dual-military couples and the military organization, and a suggested future research agenda.10aManagement10aOSU-Cascades1 aHuffman, A., H.1 aCraddock, E., B.1 aHowes, Satoris1 aKlinefelter, Z.  uhttp://dx.doi.org/10.1037/mil000013500586nas a2200145   4500008004100000245009300041210006900134260002600203653001500229653001700244100001900261700001600280700001800296856012600314       2017                        eng d00aDevelopment and initial validation of the Multidimensional Work Ethic Profile short form0 aDevelopment and initial validation of the Multidimensional Work   aDublin, Irelandc201710aManagement10aOSU-Cascades1 aHowes, Satoris1 aMills, M, J1 aHuffman, A, H  u/biblio/development-and-initial-validation-multidimensional-work-ethic-profile-short-form00419nas a2200121   4500008004100000245005000041210004900091260002200140653001500162100001500177700001600192856008900208       2017                        eng d00aDo applicants really quit longer assessments?0 aDo applicants really quit longer assessments  aOrlando, FLc201710aManagement1 aHardy, Jay1 aSloan, Matt  u/biblio/do-applicants-really-quit-longer-assessments00621nas a2200169   4500008004100000245008100041210006900122260002600191653001500217653001700232100001800249700001900267700001700286700001700303700001700320856011400337       2017                        eng d00aDoes goal orientation an outcome certainty predict escalation of commitment?0 aDoes goal orientation an outcome certainty predict escalation of  aDublin, Irelandc201710aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKriegh, J, L1 aKausel, E, E1 aCampos, N, R  u/biblio/does-goal-orientation-outcome-certainty-predict-escalation-commitment00583nas a2200157   4500008004100000245009900041210006900140260000900209300001000218490000700228653001500235653001700250100001800267700001900285856012100304       2017                        eng d00aThe elephant in the family room: Work-family considerations as central to eveloving HR and I-O0 aelephant in the family room Workfamily considerations as central  c2017  a26-310 v1010aManagement10aOSU-Cascades1 aMills, M., J.1 aHowes, Satoris  u/biblio/elephant-family-room-work-family-considerations-central-eveloving-hr-and-i-o00318nas a2200109   4500008004100000245002700041210002700068260001500095653001500110100001600125856006700141       2017                        eng d00aEmotional Intelligence0 aEmotional Intelligence  aBendc201710aManagement1 aCieri, Mike  u/biblio/emotional-intelligence00614nas a2200133   4500008004100000245016200041210006900203260002300272653001500295100001300310700001600323700001400339856012700353       2017                        eng d00aEmployee Privacy Concerns, Procedural Justice, and IS Satisfaction under Non-Volitional Surveillance: A Comparative Study between Korea and the United States0 aEmployee Privacy Concerns Procedural Justice and IS Satisfaction  aSeoul, Koreac201710aManagement1 aPark, I.1 aCho, Jeewon1 aRao, H.R.  u/biblio/employee-privacy-concerns-procedural-justice-and-satisfaction-under-non-volitional00455nas a2200109   4500008004100000245007400041210006900115260002200184653001500206100002100221856010300242       2017                        eng d00aEnabling Inclusion: People With Disabilities Enriching the Workforce.0 aEnabling Inclusion People With Disabilities Enriching the Workfo  aDamonBrooksc201710aManagement1 aBaldridge, David  u/biblio/enabling-inclusion-people-disabilities-enriching-workforce00490nas a2200109   4500008004100000245009000041210006900131260002100200653001500221100002200236856012200258       2017                        eng d00aEthical Leadership and Positive Organizational Behavior: The Role of Value-Similarity0 aEthical Leadership and Positive Organizational Behavior The Role  aAtlanta GAc201710aManagement1 aHouston, Lawrence  u/biblio/ethical-leadership-and-positive-organizational-behavior-role-value-similarity00530nas a2200109   4500008004100000245011600041210006900157260002100226653001500247100002200262856013600284       2017                        eng d00aAn Examination of the Interplay between Impression Management and Gender on the Social Integration of Newcomers0 aExamination of the Interplay between Impression Management and G  aAtlanta GAc201710aManagement1 aHouston, Lawrence  u/biblio/examination-interplay-between-impression-management-and-gender-social-integration-newcomers00576nas a2200133   4500008004100000245010900041210006900150260002200219653001500241100001800256700001500274700002400289856012900313       2017                        eng d00aExploration-Exploitation tradeoffs in self-regulated learning: Implications for training and development0 aExplorationExploitation tradeoffs in selfregulated learning Impl  aOrlando, FLc201710aManagement1 aDay, Eric, A.1 aHardy, Jay1 aJr, Winfred, Arthur  u/biblio/exploration-exploitation-tradeoffs-self-regulated-learning-implications-training-and00579nas a2200157   4500008004100000245007700041210006900118260002200187653001500209653001700224100001900241700002000260700001400280700001600294856011100310       2017                        eng d00aExploring applicants’ behaviors and attitudes in employment interviews0 aExploring applicants behaviors and attitudes in employment inter  aOrlando, FLc201710aManagement10aOSU-Cascades1 aHowes, Satoris1 aWeyhrauch, W, S1 aSewell, G1 aGonzalez, S  u/biblio/exploring-applicants-behaviors-and-attitudes-employment-interviews00639nas 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-leads00491nas a2200157   4500008004100000245003900041210003800080260002200118653001500140100002700155700001900182700002100201700002100222700001500243856007500258       2017                        eng d00aFuture directions in CIP research.0 aFuture directions in CIP research  aOrlando, FLc201710aManagement1 aGriffith, Jennifer, A.1 aGibson, Carter1 aMedeiros, Kelsey1 aMacDougall, Alix1 aHardy, Jay  u/biblio/future-directions-cip-research00503nas a2200121   4500008004100000245009000041210006900131260000900200653001500209100001500224700001800239856012400257       2017                        eng d00aGroup Ethical Voice Influence of Ethical Leadership and Impact on Ethical Performance0 aGroup Ethical Voice Influence of Ethical Leadership and Impact o  c201710aManagement1 aHuang, Lei1 aPaterson, Ted  u/biblio/group-ethical-voice-influence-ethical-leadership-and-impact-ethical-performance00488nas a2200109   4500008004100000245009300041210006900134260000900203653001500212100002100227856013000248       2017                        eng d00aHearing Loss and Career Success: Refining Yourself, Your Career, and Your Social Network0 aHearing Loss and Career Success Refining Yourself Your Career an  c201710aManagement1 aBaldridge, David  u/biblio/hearing-loss-and-career-success-refining-yourself-your-career-and-your-social-network00419nas 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-jobs00569nas a2200133   4500008004100000245009800041210006900139260002100208653001500229100001800244700001900262700002100281856013300302       2017                        eng d00aI-deals, Work Ability and Turnover Intention: Toward Greater Understanding of Disability Type0 aIdeals Work Ability and Turnover Intention Toward Greater Unders  aAtlanta GAc201710aManagement1 aBrzykey, Anna1 aBoehm, Stephan1 aBaldridge, David  u/biblio/i-deals-work-ability-and-turnover-intention-toward-greater-understanding-disability-type00570nas a2200133   4500008004100000245010200041210006900143260002100212653001500233100001800248700001900266700002100285856013000306       2017                        eng d00aIdiosyncratic Deals, Workability and Turnover Intentions: Understanding Disability Type Influence0 aIdiosyncratic Deals Workability and Turnover Intentions Understa  aOrlando FLc201710aManagement1 aBrzykcy, Anna1 aBoehm, Stephan1 aBaldridge, David  u/biblio/idiosyncratic-deals-workability-and-turnover-intentions-understanding-disability-type00598nas a2200157   4500008004100000245008700041210006900128260002600197653001500223653001700238100001800255700001900273700001700292700001600309856011500325       2017                        eng d00aThe impact of escalation decisions on investments, anger, and confidence over time0 aimpact of escalation decisions on investments anger and confiden  aDublin, Irelandc201710aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKausel, E, E1 aYoung, M, E  u/biblio/impact-escalation-decisions-investments-anger-and-confidence-over-time00692nas a2200181   4500008004100000245013500041210006900176260000900245300001200254490000700266653001500273653001700288100002100305700001900326700001800345700001500363856013200378       2017                        eng d00aThe Influence of Cognitive Ability on Interviewee Performance in Traditional versus Relaxed Behavior Description Interview Formats0 aInfluence of Cognitive Ability on Interviewee Performance in Tra  c2017  a383-3870 v3510aManagement10aOSU-Cascades1 aHuffcutt, A., I.1 aHowes, Satoris1 aGoebl, A., P.1 aToidze, I.  u/biblio/influence-cognitive-ability-interviewee-performance-traditional-versus-relaxed-behavior00630nas a2200133   4500008004100000245015600041210006900197260002800266653001500294100001800309700001600327700001600343856013700359       2017                        eng d00aLoyalty as Moral Glue in Korea? The Mediating Effects of Affective Commitment on the Relationship between Ethical Leadership and Follower Work Outcomes0 aLoyalty as Moral Glue in Korea The Mediating Effects of Affectiv  aChicago, Illinoisc201710aManagement1 aLee, Junghyun1 aCho, Jeewon1 aPillai, Raj  u/biblio/loyalty-moral-glue-korea-mediating-effects-affective-commitment-relationship-between-ethical00556nas a2200133   4500008004100000245010300041210006900144260000900213653001500222100001700237700002300254700001700277856012800294       2017                        eng d00aMoral Accounting by Organizations: A Process Study of the U.S. Financial Crisis Inquiry Commission0 aMoral Accounting by Organizations A Process Study of the US Fina  c201710aManagement1 aMurphy, Chad1 aPatvardhan, Shubha1 aGehman, Joel  u/biblio/moral-accounting-organizations-process-study-us-financial-crisis-inquiry-commission00563nas 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-000607nas a2200157   4500008004100000245010900041210006900150260000900219300001200228490000800240653001500248100001500263700001700278700001800295856013600313       2017                        eng d00aOutside the box: Epistemic curiosity as a predictor of creative problem solving and creative performance0 aOutside the box Epistemic curiosity as a predictor of creative p  c2017  a230-2370 v10410aManagement1 aHardy, Jay1 aNess, Alisha1 aMecca, Jensen  u/biblio/outside-box-epistemic-curiosity-predictor-creative-problem-solving-and-creative-performance00598nas a2200109   4500008004100000245014900041210006900190260005400259653001500313100002300328856013700351       2017                        eng d00aA polycentric approach to implementing the 2030 Sustainable Development Agenda of the United Nations: Lessons from the FISh for Stewards Program0 apolycentric approach to implementing the 2030 Sustainable Develo  aOccidental College, Los Angeles, Californiac201710aManagement1 aGonzalez, Manolete  u/biblio/polycentric-approach-implementing-2030-sustainable-development-agenda-united-nations-lessons00502nas a2200145   4500008004100000245005500041210005500096260002200151653001500173100002100188700001500209700001800224700002500242856008900267       2017                        eng d00aPredictors of adaptability in creative performance0 aPredictors of adaptability in creative performance  aOrlando, FLc201710aManagement1 aSteele, Logan, M1 aHardy, Jay1 aDay, Eric, A.1 aMumford, Michael, D.  u/biblio/predictors-adaptability-creative-performance00326nas a2200109   4500008004100000245002900041210002900070260001700099653001500116100001600131856006900147       2017                        eng d00aProfessional Development0 aProfessional Development  aAlbanyc201710aManagement1 aCieri, Mike  u/biblio/professional-development00721nas a2200217   4500008004100000245007500041210006900116260002800185653001500213653001700228100001700245700001800262700002000280700001400300700001400314700001500328700001600343700001900359700001700378856010800395       2017                        eng d00aThe relationship between goal orientation and escalation of commitment0 arelationship between goal orientation and escalation of commitme  aVancouver, Canadac201710aManagement10aOSU-Cascades1 aKriegh, J, L1 aJackson, A, T1 aCampos, Ramirez1 aThiele, A1 aNguyen, T1 aDederer, R1 aMcNamara, D1 aHowes, Satoris1 aKausel, E, E  u/biblio/relationship-between-goal-orientation-and-escalation-commitment00550nas a2200121   4500008004100000245011300041210006900154260002200223653001500245100001500260700002000275856013300295       2017                        eng d00aRevisiting realistic recruitment: Developing a computational model of expectations-perceptions discrepancies0 aRevisiting realistic recruitment Developing a computational mode  aOrlando, FLc201710aManagement1 aHardy, Jay1 aBuckley, Ronald  u/biblio/revisiting-realistic-recruitment-developing-computational-model-expectations-perceptions01536nas a2200133   4500008004100000245005700041210005300098260000900151520112100160653001501281100002101296700002001317856006501337       2017                        eng d00aThe Shaping of Sustainable Careers Post Hearing Loss0 aShaping of Sustainable Careers Post Hearing Loss  c20173 aThrough this interview-based study with 40 respondents in the United States we have outlined enablers of career transitions and sustainable careers for professionals who have experienced severe hearing loss as adults. To sustain careers after adult onset disability, respondents engaged in a quest for meaning and big picture answers to ‘who am I?’ and ‘am I still successful?’ This included redefining themselves – e.g. I am now both a person with a disability (disability identity) and a successful professional (professional identity) – and career success (e.g. now I care about service to society as much as I care about material artifacts). Respondents also adopted new work roles where disability was a key to success (e.g. becoming an equal employment officer) and utilized social networks to continue being successful. Such redefining of work and networks supported the aforesaid quest for meaning and big picture answers. Findings not only indicate how individuals experience career success after a life-changing event but also help defamiliarize extant notions of ableism in workplace contexts.10aManagement1 aBaldridge, David1 aKulkarni, Mukta  uhttp://journals.sagepub.com/doi/abs/10.1177/001872671668738800442nas a2200121   4500008004100000245005700041210005300098260002100151653001500172100002100187700002000208856009200228       2017                        eng d00aTHE SHAPING OF SUSTAINABLE CAREERS POST HEARING LOSS0 aSHAPING OF SUSTAINABLE CAREERS POST HEARING LOSS  aOrlando FLc201710aManagement1 aBaldridge, David1 aKulkarni, Mukta  u/biblio/shaping-sustainable-careers-post-hearing-loss-000532nas a2200109   4500008004100000245011700041210006900158260002700227653001500254100001800269856013500287       2017                        eng d00aThe Social Expectation to Be Ethical: A Role Definition Perspective of Ethical Leadership and Unethical Behavior0 aSocial Expectation to Be Ethical A Role Definition Perspective o  aTaormina, Sicilyc201710aManagement1 aPaterson, Ted  u/biblio/social-expectation-be-ethical-role-definition-perspective-ethical-leadership-and-unethical00319nas a2200109   4500008004100000245002800041210002700069260001500096653001500111100001600126856006700142       2017                        eng d00aSupervisor's Tool Chest0 aSupervisors Tool Chest  aBendc201710aManagement1 aCieri, Mike  u/biblio/supervisors-tool-chest00492nas 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-directions00651nas a2200169   4500008004100000245011400041210006900155260000900224300001200233490000700245653001500252653001700267100001900284700002200303700002100325856013500346       2017                        eng d00aA tale of two formats: Direct comparison of matching situational and behavior description interview questions0 atale of two formats Direct comparison of matching situational an  c2017  a167-1770 v2710aManagement10aOSU-Cascades1 aHowes, Satoris1 aWeyhrauch, W., S.1 aHuffcutt, A., I.  u/biblio/tale-two-formats-direct-comparison-matching-situational-and-behavior-description-interview00567nas a2200169   4500008004100000245007500041210006900116260000900185300001200194490000600206653001500212653001700227100002000244700001900264700001800283856009600301       2017                        eng d00a"This is our house!" Why are I-Os losing at the gender disparity game?0 aThis is our house Why are IOs losing at the gender disparity gam  c2017  a584-5880 v410aManagement10aOSU-Cascades1 aHuffman, A., H.1 aHowes, Satoris1 aOlson, K., J.  u/biblio/our-house-why-are-i-os-losing-gender-disparity-game00575nas a2200181   4500008004100000245006100041210005800102260000900160300001000169490000800179653001500187653001700202100001700219700002400236700001800260700001900278856009600297       2017                        eng d00aA time-lagged study of emotional intelligence and salary0 atimelagged study of emotional intelligence and salary  c2017  a77-890 v10110aManagement10aOSU-Cascades1 aRode, J., C.1 aArthaud-Day, M., L.1 aRamaswami, A.1 aHowes, Satoris  u/biblio/time-lagged-study-emotional-intelligence-and-salary00490nas a2200121   4500008004100000245008000041210006900121260002200190653001500212100001800227700001600245856010700261       2017                        eng d00aToo Much of a Good Thing? Grit and the Proliferation of Positive Constructs0 aToo Much of a Good Thing Grit and the Proliferation of Positive   aOrlando, FLc201710aManagement1 aPaterson, Ted1 aHarms, P, D  u/biblio/too-much-good-thing-grit-and-proliferation-positive-constructs00499nas a2200109   4500008004100000245009700041210006900138260002100207653001500228100002200243856012400265       2017                        eng d00aUndermining yourself: A moral emotions perspective on the consequences of social undermining0 aUndermining yourself A moral emotions perspective on the consequ  aOrlando FLc201710aManagement1 aHouston, Lawrence  u/biblio/undermining-yourself-moral-emotions-perspective-consequences-social-undermining00618nas a2200169   4500008004100000245010600041210006900147260000900216300000900225490000700234653001500241100001500256700001300271700001600284700001300300856013500313       2017                        eng d00aUnderstanding the dual nature of ambivalence: Why and when ambivalence leads to good and bad outcomes0 aUnderstanding the dual nature of ambivalence Why and when ambiva  c2017  a1-400 v1110aManagement1 aRothman, N1 aPratt, M1 aRees, Laura1 aVogus, T  u/biblio/understanding-dual-nature-ambivalence-why-and-when-ambivalence-leads-good-and-bad-outcomes01632nas a2200145   4500008004100000245013800041210006900179260000900248520101500257653001501272100002201287700002401309700001901333856013401352       2017                        eng d00aWho Cares if "Service with a Smile" is Authentic?: An Expectancy-Based Model of Customer Race and Perceptions of Service Interactions0 aWho Cares if Service with a Smile is Authentic An ExpectancyBase  c20173 a“Service with a smile” improves performance ratings, but it is unclear whether that smile must always be authentic. We propose that reactions to a service employee’s display authenticity may depend on the customer’s race, due to a history of differential service experiences. Further, we propose that these experiences inform customers’ expectations, such that White customers are more likely than Black customers to expect friendly “service with a smile.” To test this conjecture, we first confirm that Blacks have lower service performance expectations than Whites due to a history of mistreatment in a service context. In two experimental studies and a field study, we then show that authenticity is a stronger predictor of performance-based evaluations (i.e., exceeded expectations) for White customers than for Black customers. Our findings underscore the impact of the racially biased treatment that Black customers have come to expect and the challenge of pleasing a diverse customer base.10aManagement1 aHouston, Lawrence1 aGrandey, Alicia, A.1 aSawyer, Katina  u/biblio/who-cares-if-service-smile-authentic-expectancy-based-model-customer-race-and-perceptions00588nas a2200145   4500008004100000245009000041210006900131260002100200653001500221100002000236700002100256700002200277700001800299856012500317       2017                        eng d00aWithheld Disability Accommodation requests, perceived integration, and desire to stay0 aWithheld Disability Accommodation requests perceived integration  aOrlando FLc201710aManagement1 aDurban, Colleen1 aBaldridge, David1 aHouston, Lawrence1 aYang, Liu-Qin  u/biblio/withheld-disability-accommodation-requests-perceived-integration-and-desire-stay00589nas a2200145   4500008004100000245008900041210006900130260002100199653001500220100002000235700002100255700002200276700001800298856012700316       2017                        eng d00aWithheld Disability Accommodation Requests, Perceived Integration and Desire to Stay0 aWithheld Disability Accommodation Requests Perceived Integration  aOrlando FLc201710aManagement1 aDurban, Colleen1 aBaldridge, David1 aHouston, Lawrence1 aYang, Liu-Qin  u/biblio/withheld-disability-accommodation-requests-perceived-integration-and-desire-stay-000659nas 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-jobs00630nas a2200157   4500008004100000245010000041210006900141260002200210653001500232100001800247700001900265700001700284700002400301700002100325856012600346       2016                        eng d00aAdvancing the Well-being Research Agenda: What Do We Need to Know to Be Our Best Selves at Work0 aAdvancing the Wellbeing Research Agenda What Do We Need to Know   aAnaheim, CAc201610aManagement1 aPaterson, Ted1 aVarley, Amanda1 aCooper, Cary1 aSpreitzer, Gretchen1 aFritz, Charlotte  u/biblio/advancing-well-being-research-agenda-what-do-we-need-know-be-our-best-selves-work00575nas a2200169   4500008004100000245007900041210006900120260000900189300001200198490000700210653001500217100002100232700001400253700001600267700001100283856011100294       2016                        eng d00aAssessing collective affect recognition via the Emotional Aperture Measure0 aAssessing collective affect recognition via the Emotional Apertu  c2016  a117-1330 v3010aManagement1 aSanchez-Burks, J1 aBartel, C1 aRees, Laura1 aHuy, Q  u/biblio/assessing-collective-affect-recognition-emotional-aperture-measure01592nas a2200157   4500008004100000245010600041210006900147260000900216520100300225653001501228100001801243700001601261700001701277700001901294856012101313       2016                        eng d00aAn Assessment of the Magnitude of Effect Sizes: Evidence from 30 Years of Meta-Analysis in Management0 aAssessment of the Magnitude of Effect Sizes Evidence from 30 Yea  c20163 aThis study compiles information from more than 250 meta-analyses conducted over the past 30 years to assess the magnitude of reported effect sizes in the OB/HR literatures. Our analysis revealed an average uncorrected effect of r = .227 and an average corrected effect of ρ = .278 (SDρ = .140). Based upon the distribution of effect sizes we report, Cohen’s effect size benchmarks are not appropriate for use in OB/HR research as they over-estimate the actual breakpoints between small, medium, and large effects. We also assessed the average statistical power reported in meta-analytic conclusions and found substantial evidence that the majority of primary studies in the management literature are statistically underpowered. Finally, we investigated the impact of the file drawer problem in meta-analyses and our findings indicate that the file drawer problem is not a significant concern for meta-analysts. We conclude by discussing various implications of this study for OB/HR researchers.10aManagement1 aPaterson, Ted1 aHarms, P, D1 aSteel, Piers1 aCredé, Marcus  u/biblio/assessment-magnitude-effect-sizes-evidence-30-years-meta-analysis-management01408nas a2200181   4500008004100000245008300041210006900124260000900193300001200202490000700214520085000221653001501071653001701086100001901103700002201122700001901144856006301163       2016                        eng d00aBehavioral cues as indicators of deception in structured employment interviews0 aBehavioral cues as indicators of deception in structured employm  c2016  a119-1310 v243 aTwo studies were conducted to examine the use of behavioral cues to identify deception within structured interviews. In Study 1, participants engaged in mock interviews in which they were instructed to lie on specific questions that varied by person. Trained coders evaluated the presence and extent of deception cues in each videotaped response. Nine cues predicted responses as expected, demonstrating that, with careful scrutiny, it is possible to detect deception. In Study 2, participants, either informed or uninformed regarding deception cues, viewed five interviews and evaluated responses as being honest or deceptive. Participants also rated overall interview performance. Participants were unable to accurately distinguish lies from truths. Nevertheless, performance ratings differed on the basis of rater perceptions of truthfulness.10aManagement10aOSU-Cascades1 aHowes, Satoris1 aWeyhrauch, W., S.1 aWaples, C., J.  uhttps://onlinelibrary.wiley.com/doi/abs/10.1111/ijsa.1213500572nas a2200133   4500008004100000245009600041210006900137260002200206653001500228100002100243700002200264700002500286856012700311       2016                        eng d00aCan You See Me Now? Social Invisibility and Career Success for the Black Professional Class0 aCan You See Me Now Social Invisibility and Career Success for th  aAnaheim, CAc201610aManagement1 aJones, Kisha, S.1 aHouston, Lawrence1 aJohnson, Tiffany, D.  u/biblio/can-you-see-me-now-social-invisibility-and-career-success-black-professional-class00497nas 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-industries00353nas a2200109   4500008004100000245003800041210003800079260002100117653001500138100001600153856007400169       2016                        eng d00aCoaching for Improved Performance0 aCoaching for Improved Performance  aEugene, ORc201610aManagement1 aCieri, Mike  u/biblio/coaching-improved-performance00582nas a2200145   4500008004100000245009000041210006900131260002200200653001500222653001700237100002000254700001900274700001900293856012400312       2016                        eng d00aA comparative meta-analysis of past- and future-oriented structured interview formats0 acomparative metaanalysis of past and futureoriented structured i  aAnaheim, CAc201610aManagement10aOSU-Cascades1 aWeyhrauch, W, S1 aHowes, Satoris1 aHuffcutt, A, I  u/biblio/comparative-meta-analysis-past-and-future-oriented-structured-interview-formats01771nas a2200169   4500008004100000245010000041210006900141260000900210300001200219490000700231520123500238653001501473100001701488700001801505700001901523856005901542       2016                        eng d00aDelaying Change: Examining How Industry and Managerial Turbulence Impact Structural Realignment0 aDelaying Change Examining How Industry and Managerial Turbulence  c2016  a791-8170 v593 aThis paper examines when firms pursue structural realignment through business unit reconfiguration, specifically by recombining business units. Our results refine and extend contingency theory and studies of organization design by drawing on theories of decision avoidance and delay to describe environmental conditions when firms pursue or postpone structural realignment. Our empirical analysis of 46 firms from 1978 to 1997, operating within the U.S. medical device and pharmaceutical sectors, demonstrates that while decision makers initiate structural recombination during periods of industry growth (i.e., munificence), they reduce their recombination efforts during periods of industry turbulence (i.e., dynamism), and managerial turbulence (i.e., growth in top management team size). We also find evidence that firms delay realignment and bide their time for better environmental conditions of declining turbulence and industry growth before pursuing more structural realignment. Together, these findings suggest that decision makers often delay initiating structural recombination until they can effectively process information and assess how structural changes will help them realign the organization to the environment.10aManagement1 aCarroll, Tim1 aKarim, Samina1 aLong, Chris, P  uhttps://journals.aom.org/doi/abs/10.5465/amj.2012.040900514nas a2200109   4500008004100000245010900041210006900150260002100219653001500240100001500255856013400270       2016                        eng d00aDeveloping a Dynamic Computational Theory of Unmet Expectations in the Development of Turnover Decisions0 aDeveloping a Dynamic Computational Theory of Unmet Expectations   aAthens, OHc201610aManagement1 aHardy, Jay  u/biblio/developing-dynamic-computational-theory-unmet-expectations-development-turnover-decisions00586nas a2200169   4500008004100000245007700041210006900118260000900187300001200196490000600208653001500214653001700229100001800246700002100264700001900285856011200304       2016                        eng d00aDevelopment and implementation of a multifaceted well-being intervention0 aDevelopment and implementation of a multifaceted wellbeing inter  c2016  a360-3750 v310aManagement10aOSU-Cascades1 aMills, M., J.1 aFullagar, C., J.1 aHowes, Satoris  u/biblio/development-and-implementation-multifaceted-well-being-intervention00493nas a2200121   4500008004100000245007200041210006900113260002200182653001500204100001900219700002100238856011200259       2016                        eng d00aDisability Accommodation and Equal Career Advancement Opportunities0 aDisability Accommodation and Equal Career Advancement Opportunit  aAnaheim, CAc201610aManagement1 aSwift, Michele1 aBaldridge, David  u/biblio/disability-accommodation-and-equal-career-advancement-opportunities00603nas a2200157   4500008004100000245009000041210006900131260002200200653001500222653001700237100001700254700001900271700001400290700001800304856012300322       2016                        eng d00aEmotions and the appraisal-tendency framework: Anger, sadness, and fairness judgments0 aEmotions and the appraisaltendency framework Anger sadness and f  aAnaheim, CAc201610aManagement10aOSU-Cascades1 aKausel, E, E1 aHowes, Satoris1 aSpratt, J1 aJackson, A, T  u/biblio/emotions-and-appraisal-tendency-framework-anger-sadness-and-fairness-judgments00529nas 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-others00569nas a2200133   4500008004100000245010100041210006900142260002300211653001500234653001700249100001700266700001900283856013300302       2016                        eng d00aExamining the motivational megatheory:  Integrating equity sensitivity, goal setting, and equity0 aExamining the motivational megatheory Integrating equity sensiti  aPortland, ORc201610aManagement10aOSU-Cascades1 aWaples, C, J1 aHowes, Satoris  u/biblio/examining-motivational-megatheory-integrating-equity-sensitivity-goal-setting-and-equity00565nas a2200157   4500008004100000245008300041210006900124260000900193300001200202490000600214653001500220653001700235100001900252700002100271856011500292       2016                        eng d00aExamining worker underrepresentation in selection research: The domain matters0 aExamining worker underrepresentation in selection research The d  c2016  a167-1740 v910aManagement10aOSU-Cascades1 aHowes, Satoris1 aHuffcutt, A., I.  u/biblio/examining-worker-underrepresentation-selection-research-domain-matters00585nas 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-000569nas a2200169   4500008004100000245006000041210005800101260002100159653001500180653001700195100001800212700001600230700001900246700001700265700001900282856009800301       2016                        eng d00aGender and turnover intentions: Why do women quit work?0 aGender and turnover intentions Why do women quit work  aDenver, COc201610aManagement10aOSU-Cascades1 aHuffman, A, H1 aOlson, K, J1 aKlinefelter, Z1 aIrving, L, H1 aHowes, Satoris  u/biblio/gender-and-turnover-intentions-why-do-women-quit-work00558nas 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-moral00622nas 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-moderated00721nas a2200181   4500008004100000245016400041210006900205260000900274300001400283490000800297653001500305100001700320700001700337700001400354700001700368700001600385856013800401       2016                        eng d00aHow is benevolent leadership linked to employee creativity? The mediating role of leader–member exchange and the moderating role of power distance orientation0 aHow is benevolent leadership linked to employee creativity The m  c2016  a1099-11150 v15210aManagement1 aLin, Weipeng1 aMa, Jingjing1 aZhang, Qi1 aLi, Jenny, C1 aJiang, Feng  u/biblio/how-benevolent-leadership-linked-employee-creativity-mediating-role-leadermember-exchange-and01421nas a2200157   4500008004100000245006600041210006600107260000900173490000900182520090100191653001501092100001401107700001701121700001901138856010601157       2016                        eng d00aHow Managers Foster Trust Through Control and Trustworthiness0 aHow Managers Foster Trust Through Control and Trustworthiness  c20160 v20163 aThis paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests.10aManagement1 aLong, Chs1 aCarroll, Tim1 aHoltom, Brooks  u/biblio/how-managers-foster-trust-through-control-and-trustworthiness00596nas 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-perspective00590nas a2200157   4500008004100000245008500041210006900126260002200195653001500217653001700232100001600249700001600265700001900281700001400300856011800314       2016                        eng d00aImproving understanding of the workload-wellbeing relation among state employees0 aImproving understanding of the workloadwellbeing relation among   aAnaheim, CAc201610aManagement10aOSU-Cascades1 aMills, M, J1 aFullagar, C1 aHowes, Satoris1 aTortez, L  u/biblio/improving-understanding-workload-wellbeing-relation-among-state-employees00592nas 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/S074959781630073500516nas a2200133   4500008004100000245007400041210006900115260002200184653001500206100001500221700001700236700002100253856010800274       2016                        eng d00aIncremental validity of exploratory behavior in complex task learning0 aIncremental validity of exploratory behavior in complex task lea  aAnaheim, CAc201610aManagement1 aHardy, Jay1 aDay, Eric, A1 aSteele, Logan, M  u/biblio/incremental-validity-exploratory-behavior-complex-task-learning00607nas a2200145   4500008004100000245010900041210006900150260002300219653001500242653001700257100001900274700001900293700001300312856013600325       2016                        eng d00aThe interactive influence of ambition and sociability on performance in a behavior description interview0 ainteractive influence of ambition and sociability on performance  aPortland, ORc201610aManagement10aOSU-Cascades1 aHowes, Satoris1 aHuffcutt, A, I1 aGoebl, A  u/biblio/interactive-influence-ambition-and-sociability-performance-behavior-description-interview-000564nas a2200133   4500008004100000245009600041210006900137260002200206653001500228100001500243700001800258700002100276856013300297       2016                        eng d00aInterrelationships among self-regulatory processes and performance in complex task learning0 aInterrelationships among selfregulatory processes and performanc  aAnaheim, CAc201610aManagement1 aHardy, Jay1 aDay, Eric, A.1 aSteele, Logan, M  u/biblio/interrelationships-among-self-regulatory-processes-and-performance-complex-task-learning00571nas a2200145   4500008004100000245008200041210006900123260002200192653001500214100001800229700002200247700002200269700002200291856011200313       2016                        eng d00aAn Issue-selling Perspective on Women's Leadership in Male-dominated Contexts0 aIssueselling Perspective on Womens Leadership in Maledominated C  aAnaheim, CAc201610aManagement1 aJoshi, Aparna1 aHumphrey, Stephen1 aHouston, Lawrence1 aDwivedi, Priyanka  u/biblio/issue-selling-perspective-womens-leadership-male-dominated-contexts00325nas a2200109   4500008004100000245002700041210002700068260002200095653001500117100001600132856006700148       2016                        eng d00aLeadership Development0 aLeadership Development  aBend/Madrasc201610aManagement1 aCieri, Mike  u/biblio/leadership-development00798nas a2200217   4500008004100000245016200041210006900203260000900272300001200281490000700293653001500300100001700315700001400332700002400346700001400370700001800384700001400402700001600416700001400432856013400446       2016                        eng d00aLeading future orientations for current effectiveness: The role of engagement and supervisor coaching in linking future work self salience to job performance0 aLeading future orientations for current effectiveness The role o  c2016  a145-1560 v9210aManagement1 aLin, Weipeng1 aWang, Lei1 aBamberger, Peter, A1 aZhang, Qi1 aWang, Haifeng1 aShi, Jing1 aGuo, Wemcao1 aZhao, Tao  u/biblio/leading-future-orientations-current-effectiveness-role-engagement-and-supervisor-coaching00574nas a2200157   4500008004100000245007400041210006900115260002200184653001500206653001700221100001200238700001900250700001700269700001900286856011100305       2016                        eng d00aA longitudinal study of emotional intelligence and mid-career success0 alongitudinal study of emotional intelligence and midcareer succe  aAnaheim, CAc201610aManagement10aOSU-Cascades1 aRode, J1 aArthaud-Day, M1 aRamaswami, A1 aHowes, Satoris  u/biblio/longitudinal-study-emotional-intelligence-and-mid-career-success-000565nas a2200157   4500008004100000245007400041210006900115260000900184653001500193653001700208100001500225700002200240700001700262700001900279856010900298       2016                        eng d00aA longitudinal study of emotional intelligence and mid-career success0 alongitudinal study of emotional intelligence and midcareer succe  c201610aManagement10aOSU-Cascades1 aRode, J, C1 aArthaud-Day, M, L1 aRamaswami, A1 aHowes, Satoris  u/biblio/longitudinal-study-emotional-intelligence-and-mid-career-success00557nas 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-behavior00546nas a2200121   4500008004100000245010500041210006900146260002200215653001500237100002200252700002400274856012600298       2016                        eng d00aA New Perspective on the Personal and Social Consequences of Creating Façades of Conformity at Work0 aNew Perspective on the Personal and Social Consequences of Creat  aAnaheim, CAc201610aManagement1 aHouston, Lawrence1 aGrandey, Alicia, A.  u/biblio/new-perspective-personal-and-social-consequences-creating-facades-conformity-work00364nas a2200121   4500008004100000245003300041210003300074260000900107653001500116100002100131700001700152856007300169       2016                        eng d00aOrganizational Identity Work0 aOrganizational Identity Work  c201610aManagement1 aKreiner, Glen, E1 aMurphy, Chad  u/biblio/organizational-identity-work00549nas a2200133   4500008004100000245010100041210006900142260000900211653001500220653001700235100001900252700001800271856012600289       2016                        eng d00aOrienting oneself for leadership: The role of goal orientation in leader developmental readiness0 aOrienting oneself for leadership The role of goal orientation in  c201610aManagement10aOSU-Cascades1 aHowes, Satoris1 aJackson, A, T  u/biblio/orienting-oneself-leadership-role-goal-orientation-leader-developmental-readiness00662nas 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-supervision00645nas a2200169   4500008004100000245011700041210006900158260000900227300001000236490000800246653001500254653001700269100001900286700001900305700001500324856013600339       2016                        eng d00aOverconfidence in personnel selection: When and why unstructured interview information can hurt hiring decisions0 aOverconfidence in personnel selection When and why unstructured   c2016  a27-440 v13710aManagement10aOSU-Cascades1 aKausel, E., E.1 aHowes, Satoris1 aMadrid, H.  u/biblio/overconfidence-personnel-selection-when-and-why-unstructured-interview-information-can-hurt00445nas a2200121   4500008004100000245006500041210006400106260000900170653001500179100001700194700002000211856009200231       2016                        eng d00aPicture This: How the Language of Leaders Drives Performance0 aPicture This How the Language of Leaders Drives Performance  c201610aManagement1 aMurphy, Chad1 aClark, Jonathan  u/biblio/picture-how-language-leaders-drives-performance00428nam a2200133   4500008004100000245004500041210004400086260000900130653001500139653001700154100002300171700001900194856008100213       2016                        eng d00aPsychology Applied to Work, 11th Edition0 aPsychology Applied to Work 11th Edition  c201610aManagement10aOSU-Cascades1 aMuchinsky, Paul, M1 aHowes, Satoris  u/biblio/psychology-applied-work-11th-edition00508nas 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-behavior00579nas a2200157   4500008004100000245007100041210006900112260002200181653001500203653001700218100001900235700002100254700002100275700001900296856010600315       2016                        eng d00aResponse delays in behavior description interview (BDI) responding0 aResponse delays in behavior description interview BDI responding  aChicago, ILc201610aManagement10aOSU-Cascades1 aHuffcutt, A, I1 aMorbidelli, A, S1 aStravinskaite, E1 aHowes, Satoris  u/biblio/response-delays-behavior-description-interview-bdi-responding00647nas a2200169   4500008004100000245010200041210006900143260002200212653001500234653001700249100001200266700001200278700001900290700001700309700001900326856013200345       2016                        eng d00aThe role of self-esteem and emotional intelligence in managing employment gaps and employment fit0 arole of selfesteem and emotional intelligence in managing employ  aAnaheim, CAc201610aManagement10aOSU-Cascades1 aDust, S1 aRode, J1 aArthaud-Day, M1 aRamaswami, A1 aHowes, Satoris  u/biblio/role-self-esteem-and-emotional-intelligence-managing-employment-gaps-and-employment-fit00544nas 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-styles00616nas a2200157   4500008004100000245009100041210006900132260002200201653001500223100001500238700001800253700002100271700002000292700001800312856012800330       2016                        eng d00aSelf-efficacy, achievement- versus learning-oriented effort, and complex task learning0 aSelfefficacy achievement versus learningoriented effort and comp  aAnaheim, CAc201610aManagement1 aHardy, Jay1 aDay, Eric, A.1 aSteele, Logan, M1 aWestlin, Joseph1 aNguyen, Chris  u/biblio/self-efficacy-achievement-versus-learning-oriented-effort-and-complex-task-learning00268nam a2200109   4500008004100000245002500041210002500066260000900091653001500100100001700115856002600132       2016                        eng d00aStrategic Management0 aStrategic Management  c201610aManagement1 aMorris, John  uhttps://goo.gl/jmsEPE00304nas a2200109   4500008004100000245001800041210001800059260002800077653001500105100001600120856005800136       2016                        eng d00aTeam Building0 aTeam Building  aDixion Rec Centerc201610aManagement1 aCieri, Mike  u/biblio/team-building01503nas a2200133   4500008004100000245006000041210005300101260000900154520107200163653001501235100001701250700002001267856008201287       2016                        eng d00aIs there a dark side of Big Data – point, counterpoint0 athere a dark side of Big Data point counterpoint  c20163 aHaakonsson and Carroll see two sides to Big Data. In his executive experience, Haakansson finds big data slows the decision making process and the implementation of decisions as well. Executives tend to wait for more data just because it is there. Is there a solution? Haakonsson argues that leadership based upon experience and courage is needed. Carroll sees a different world where we have continually improved tools which can automate the analyses of big data and give us answers quickly. That is, big data is not a problem, but a solution for executives. But there is also a problem; what are the right questions to ask? Without hypotheses, the questions are endless. Leaders must utilize their experience, intuition and insights to ask the right questions – not all the possible questions which big data can address. Is there a synthesis? Big data by itself is not necessarily a good thing; but it can be if leaders have the courage to move on in a timely manner where they ask the right questions – not all the questions possible that big data can address.10aManagement1 aCarroll, Tim1 aHakonsson, Tore  uhttps://jorgdesign.springeropen.com/articles/10.1186/s41469-016-0007-5#citeas00557nas a2200133   4500008004100000245009600041210006900137260002200206653001500228100002100243700001500264700002400279856012000303       2016                        eng d00aToo many sheep in the flock? Span of control attenuates the influence of ethical leadership0 aToo many sheep in the flock Span of control attenuates the influ  aAnaheim, CAc201610aManagement1 aTheil, Chase, E.1 aHardy, Jay1 aPeterson, David, P.  u/biblio/too-many-sheep-flock-span-control-attenuates-influence-ethical-leadership-000633nas a2200133   4500008004100000245015600041210006900197260002200266653001500288100001900303700002100322700002100343856013500364       2016                        eng d00aToward Greater Understanding of the relationship between Organizational Contribution and Relative Subjective Age for Employees with Health Restrictions0 aToward Greater Understanding of the relationship between Organiz  aAnaheim, CAc201610aManagement1 aBöhm, Stephan1 aBourorvoi,Kirill1 aBaldridge, David  u/biblio/toward-greater-understanding-relationship-between-organizational-contribution-and-relative00521nas a2200157   4500008004100000245005400041210005400095260002100149653001500170653001700185100001800202700001600220700001700236700001900253856009100272       2016                        eng d00aTraining against intuition in personnel selection0 aTraining against intuition in personnel selection  aDenver, COc201610aManagement10aOSU-Cascades1 aJackson, A, T1 aYoung, M, E1 aKnight, P, A1 aHowes, Satoris  u/biblio/training-against-intuition-personnel-selection00464nas 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-frontiers00580nas a2200133   4500008004100000245010800041210006900149260002400218653001500242100002000257700001500277700001800292856013600310       2016                        eng d00aTurning Followers into Prosocial Citizens: An Integrated Model of Leader Humility and Helping Behaviors0 aTurning Followers into Prosocial Citizens An Integrated Model of  aCharlotte, NCc201610aManagement1 aCarnevale, Joel1 aHuang, Lei1 aPaterson, Ted  u/biblio/turning-followers-prosocial-citizens-integrated-model-leader-humility-and-helping-behaviors00568nas a2200169   4500008004100000245006100041210006000102260002200162653001500184653001700199100001700216700001900233700001800252700001600270700001700286856009500303       2016                        eng d00aWhy narcissists dismiss advice? A test of two mechanisms0 aWhy narcissists dismiss advice A test of two mechanisms  aAnaheim, CAc201610aManagement10aOSU-Cascades1 aKausel, E, E1 aHowes, Satoris1 aJackson, A, T1 aLeiva, P, I1 aSlaughter, J  u/biblio/why-narcissists-dismiss-advice-test-two-mechanisms00614nas a2200169   4500008004100000245008100041210006900122260002200191653001500213653001700228100001800245700001500263700001800278700001900296700001900315856011000334       2016                        eng d00aWork-family challenges of parents of children with autism spectrum disorders0 aWorkfamily challenges of parents of children with autism spectru  aAnaheim, CAc201610aManagement10aOSU-Cascades1 aHuffman, A, H1 aGardner, A1 aHenning, J, B1 aHowes, Satoris1 aKlinefelter, Z  u/biblio/work-family-challenges-parents-children-autism-spectrum-disorders00346nas a2200109   4500008004100000245003500041210003500076260001900111653001500130100002100145856007000166       2016                        eng d00aWorking with Cochlear Implants0 aWorking with Cochlear Implants  aPortlandc201610aManagement1 aBaldridge, David  u/biblio/working-cochlear-implants00571nas 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-research00570nas a2200145   4500008004100000245008300041210006900124260003200193653001500225100001800240700001600258700002400274700001800298856010800316       2015                        eng d00aThe 3 R’s of Management Research: Do Rigor and Relevance Lead to References?0 a3 R s of Management Research Do Rigor and Relevance Lead to Refe  aVancouver, BC, Canadac201510aManagement1 aPaterson, Ted1 aHarms, P, D1 aTuggle, Christopher1 aLuthans, Fred  u/biblio/3-rs-management-research-do-rigor-and-relevance-lead-references00545nas a2200145   4500008004100000245008200041210006900123260000900192653001500201100001800216700001600234700002100250700001800271856011000289       2015                        eng d00aThe 3 Rs in Management Research: Do Rigor and Relevance Result in References?0 a3 Rs in Management Research Do Rigor and Relevance Result in Ref  c201510aManagement1 aPaterson, Ted1 aHarms, P.D.1 aTuggle, Chris, S1 aLuthans, Fred  u/biblio/3-rs-management-research-do-rigor-and-relevance-result-references00525nas a2200133   4500008004100000245007500041210006900116260002700185653001500212100001500227700001800242700002100260856011000281       2015                        eng d00aAbility, goal orientation, and exploratory behavior in active learning0 aAbility goal orientation and exploratory behavior in active lear  aPhiladelphia, PAc201510aManagement1 aHardy, Jay1 aDay, Eric, A.1 aSteele, Logan, M  u/biblio/ability-goal-orientation-and-exploratory-behavior-active-learning00505nas a2200121   4500008004100000245008600041210006900127260000900196653001500205100002100220700001900241856012300260       2015                        eng d00aAge and Assessments of Disability Accommodation Request Normative Appropriateness0 aAge and Assessments of Disability Accommodation Request Normativ  c201510aManagement1 aBaldridge, David1 aSwift, Michele  u/biblio/age-and-assessments-disability-accommodation-request-normative-appropriateness00631nas a2200181   4500008004100000245008900041210006900130260000900199300001200208490000700220653001500227653001700242100001900259700002100278700002000299700001200319856011800331       2015                        eng d00aContagious flow: Antecedents and consequences of optimal experience in the classroom0 aContagious flow Antecedents and consequences of optimal experien  c2015  a319-3490 v3910aManagement10aOSU-Cascades1 aHowes, Satoris1 aFullagar, C., J.1 aSimmons, M., J.1 aZhu, M.  u/biblio/contagious-flow-antecedents-and-consequences-optimal-experience-classroom00701nas a2200193   4500008004100000245011400041210006900155260000900224300001000233490000700243653001500250653001700265100001800282700001900300700001800319700002000337700001900357856013100376       2015                        eng d00aContract breach as a trigger for adjustment to the psychological contract during the first year of employment0 aContract breach as a trigger for adjustment to the psychological  c2015  a41-600 v8810aManagement10aOSU-Cascades1 aPayne, S., C.1 aHowes, Satoris1 aLopez, Y., P.1 aBoswell, W., R.1 aBarger, E., J.  u/biblio/contract-breach-trigger-adjustment-psychological-contract-during-first-year-employment00539nas a2200157   4500008004100000245005800041210005600099260002700155653001500182653001700197100001700214700001900231700001800250700001600268856009700284       2015                        eng d00aDoes state narcissism predict advice-taking behavior?0 aDoes state narcissism predict advicetaking behavior  aPhiladelphia, PAc201510aManagement10aOSU-Cascades1 aKausel, E, E1 aHowes, Satoris1 aJackson, A, T1 aLeiva, P, I  u/biblio/does-state-narcissism-predict-advice-taking-behavior00541nas a2200157   4500008004100000245005800041210005600099260002700155653001500182653001700197100001700214700001900231700001800250700001600268856009900284       2015                        eng d00aDoes state narcissism predict advice-taking behavior?0 aDoes state narcissism predict advicetaking behavior  aPhiladelphia, PAc201510aManagement10aOSU-Cascades1 aKausel, E, E1 aHowes, Satoris1 aJackson, A, T1 aLeiva, P, I  u/biblio/does-state-narcissism-predict-advice-taking-behavior-000656nas a2200157   4500008004100000245016000041210006900201260000900270300001400279490000700293653001500300100001500315700001600330700001400346856013800360       2015                        eng d00aThe Dynamics of Pre- and Post-Purchase Service and Consumer Evaluation of Online Retailers: A Comparative Analysis of Dissonance and Disconfirmation Models0 aDynamics of Pre and PostPurchase Service and Consumer Evaluation  c2015  a1109-11400 v4610aManagement1 aPark, Insu1 aCho, Jeewon1 aRao, H.R.  u/biblio/dynamics-pre-and-post-purchase-service-and-consumer-evaluation-online-retailers-comparative-000589nas a2200133   4500008004100000245012600041210006900167260002100236653001500257100001500272700001700287700001600304856013500320       2015                        eng d00aThe Effect of Perceived IS Support for Creativity on Job Satisfaction: The Role of Effective IS Use in Virtual Workplaces0 aEffect of Perceived IS Support for Creativity on Job Satisfactio  aDallas, TXc201510aManagement1 aPark, Insu1 aAl-Ramahi, M1 aCho, Jeewon  u/biblio/effect-perceived-support-creativity-job-satisfaction-role-effective-use-virtual-workplaces00421nas 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-outcomes00642nas a2200169   4500008004100000245009300041210006900134260002700203653001500230653001700245100001800262700001900280700001700299700001900316700001100335856012600346       2015                        eng d00aEscalation of commitment: Do narcissists, Machiavellians, and psychopaths escalate more?0 aEscalation of commitment Do narcissists Machiavellians and psych  aPhiladelphia, PAc201510aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKausel, E, E1 aCampbell, A, M1 aZhu, M  u/biblio/escalation-commitment-do-narcissists-machiavellians-and-psychopaths-escalate-more01514nas a2200193   4500008004100000245005200041210005100093260000900144300001200153490000700165520096800172653001501140100001501155700001501170700001301185700001401198700002001212856008801232       2015                        eng d00aExpectation-based interventions for expatriates0 aExpectationbased interventions for expatriates  c2015  a332-3420 v493 aExpatriate assignments are one of the primary tools used by organizations to extend their influence on an international level. While potentially of great value if they succeed, there are significant costs to both the organization and individual if they do not. Because of the high risk nature of expatriate assignments, there has been significant interest in interventions to increase the likelihood of their success. One under-explored area in the expatriate literature relates to expatriate expectations and acculturation experiences. We first review the literature regarding the major expectation-based interventions, including realistic job previews (RJPs), realistic living condition previews (RLCPs), and expectation lowering procedures (ELPs), and then develop a theoretical model of these interventions in the context of expatriates. Building upon this model, we suggest several important theoretical and practical questions that deserve future attention.10aManagement1 aGibson, C.1 aHardy, Jay1 aBaur, J.1 aFrink, D.1 aBuckley, M., R.  u/biblio/expectation-based-interventions-expatriates00602nas a2200157   4500008004100000245010000041210006900141260000900210300001000219653001500229653001700244100001900261700001900280700002000299856012500319       2015                        eng d00aExploring the double jeopardy effect: The importance of gender and race in work-family research0 aExploring the double jeopardy effect The importance of gender an  c2015  a57-7610aManagement10aOSU-Cascades1 aFrevert, Tonya1 aHowes, Satoris1 aHuffman, Ann, H  u/biblio/exploring-double-jeopardy-effect-importance-gender-and-race-work-family-research00596nas a2200133   4500008004100000245011800041210006900159260002400228653001500252100001500267700002000282700002400302856013600326       2015                        eng d00aFancy a change? The influence of individual and contextual factors on change orientation and proactivity at work.0 aFancy a change The influence of individual and contextual factor  aVancouver, BCc201510aManagement1 aHardy, Jay1 aTheil, Chase, E1 aPeterson, David, P.  u/biblio/fancy-change-influence-individual-and-contextual-factors-change-orientation-and-proactivity00494nas a2200157   4500008004100000245004900041210004800090260000900138300001200147653001500159653001700174100002300191700001900214700001800233856008500251       2015                        eng d00aFunctional forms of competence: Interviewing0 aFunctional forms of competence Interviewing  c2015  a431-44810aManagement10aOSU-Cascades1 aHuffcutt, Allen, I1 aHowes, Satoris1 aRiforgiate, S  u/biblio/functional-forms-competence-interviewing00456nas a2200121   4500008004100000245007000041210006900111260000900180653001500189100001500204700001500219856010000234       2015                        eng d00aGender differences in the measurement of creative problem-solving0 aGender differences in the measurement of creative problemsolving  c201510aManagement1 aHardy, Jay1 aGibson, C.  u/biblio/gender-differences-measurement-creative-problem-solving00652nas a2200157   4500008004100000245014300041210006900184260000900253300001200262653001500274653001700289100002000306700001900326700001500345856013400360       2015                        eng d00aGender roles in a masculine occupation: Understanding how men and women in the military differentially negotiate the work-family interface0 aGender roles in a masculine occupation Understanding how men and  c2015  a271-29010aManagement10aOSU-Cascades1 aHuffman, Ann, H1 aHowes, Satoris1 aBarbour, J  u/biblio/gender-roles-masculine-occupation-understanding-how-men-and-women-military-differentially00670nas a2200157   4500008004100000245013000041210006900171260002400240653001500264100002100279700002300300700001500323700002000338700002000358856013400378       2015                        eng d00aGiving perspective: Cross-level effects of supervisor-to-member interpersonal emotion management during relationship conflict0 aGiving perspective Crosslevel effects of supervisortomember inte  aVancouver, BCc201510aManagement1 aTheil, Chase, E.1 aGriffith, Jennifer1 aHardy, Jay1 aPeterson, David1 aConnelly, Shane  u/biblio/giving-perspective-cross-level-effects-supervisor-member-interpersonal-emotion-management00555nas 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-concepts00565nas a2200133   4500008004100000245009300041210006900134260002700203653001500230100001800245700001700263700002700280856012400307       2015                        eng d00aIs Homogeneity a Meta-analytic Myth? Examining Bessel’s Variance Estimation Correction0 aHomogeneity a Metaanalytic Myth Examining Bessel s Variance Esti  aPhiladelphia, PAc201510aManagement1 aPaterson, Ted1 aSteel, Piers1 aKammeyer-Mueller, John  u/biblio/homogeneity-meta-analytic-myth-examining-bessels-variance-estimation-correction00557nas a2200157   4500008004100000245008100041210006900122260000900191300001000200490000600210653001500216653001700231100002300248700001900271856010900290       2015                        eng d00aIdentifying the strongest or the weakest link: Effects on subsequent ratings0 aIdentifying the strongest or the weakest link Effects on subsequ  c2015  a37-420 v110aManagement10aOSU-Cascades1 aWeyhrausch, W., S.1 aHowes, Satoris  u/biblio/identifying-strongest-or-weakest-link-effects-subsequent-ratings00549nas a2200133   4500008004100000245010000041210006900141260000900210653001500219100001400234700002500248700001800273856012400291       2015                        eng d00aImproving the Meta-analytic Assessment of Effect Size Variance with an Informed Bayesian Prior.0 aImproving the Metaanalytic Assessment of Effect Size Variance wi  c201510aManagement1 aSteel, P.1 aKammeyer-Mueller, J.1 aPaterson, Ted  u/biblio/improving-meta-analytic-assessment-effect-size-variance-informed-bayesian-prior00588nas a2200157   4500008004100000245008100041210006900122260002600191653001500217653001700232100001800249700001900267700001700286700001600303856011100319       2015                        eng d00aThe influence of goal orientation on exploration versus exploitation choices0 ainfluence of goal orientation on exploration versus exploitation  aToronto, Canadac201510aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKausel, E, E1 aYoung, M, E  u/biblio/influence-goal-orientation-exploration-versus-exploitation-choices00590nas a2200157   4500008004100000245008100041210006900122260002600191653001500217653001700232100001800249700001900267700001700286700001600303856011300319       2015                        eng d00aThe influence of goal orientation on exploration versus exploitation choices0 ainfluence of goal orientation on exploration versus exploitation  aToronto, Canadac201510aManagement10aOSU-Cascades1 aJackson, A, T1 aHowes, Satoris1 aKausel, E, E1 aYoung, M, E  u/biblio/influence-goal-orientation-exploration-versus-exploitation-choices-000548nas a2200145   4500008004100000245007600041210006900117260002700186653001500213653001700228100001600245700001600261700001900277856010600296       2015                        eng d00aThe influence of organizational context on implicit leadership theories0 ainfluence of organizational context on implicit leadership theor  aPhiladelphia, PAc201510aManagement10aOSU-Cascades1 aLaValley, J1 aFullagar, C1 aHowes, Satoris  u/biblio/influence-organizational-context-implicit-leadership-theories00712nas 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-reward00489nas a2200121   4500008004100000245007500041210006900116260002000185653001500205100001800220700002400238856010500262       2015                        eng d00aThe Institutional Logics of Rigor and Relevance: A Historical Analysis0 aInstitutional Logics of Rigor and Relevance A Historical Analysi  aKauai, HIc201510aManagement1 aPaterson, Ted1 aTuggle, Christopher  u/biblio/institutional-logics-rigor-and-relevance-historical-analysis00638nas a2200169   4500008004100000245010900041210006900150260000900219300001000228490000600238653001500244653001700259100002100276700001900297700001800316856013400334       2015                        eng d00aThe interactive influence of ambition and sociability on performance in a behavior description interview0 ainteractive influence of ambition and sociability on performance  c2015  a30-360 v110aManagement10aOSU-Cascades1 aHuffcutt, A., I.1 aHowes, Satoris1 aGoebl, A., P.  u/biblio/interactive-influence-ambition-and-sociability-performance-behavior-description-interview01314nas a2200181   4500008004100000245011200041210006900153260000900222300001400231490000700245520064600252653001500898653003200913100001800945700001800963700002000981856013101001       2015                        eng d00aLinking the formal strategic planning process, planning flexibility, and innovativeness to firm performance0 aLinking the formal strategic planning process planning flexibili  c2015  a2000-20070 v673 aWe explore how formal strategic planning processes, adaptive capabilities, and innovativeness are associated with firm financial performance in a multi-industry sample (N = 448). Our results suggest both formal strategic planning processes and adaptive capabilities are positively associated with innovativeness. In addition, we find innovativeness fully mediates the relationships from formal strategic planning and adaptive capabilities to firm financial performance. This implies that organizations that concurrently act and react will be in a more advantageous competitive position than those unable to master this paradoxical conundrum.10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aNeubaum, Donald  u/biblio/linking-formal-strategic-planning-process-planning-flexibility-and-innovativeness-firm00518nas a2200145   4500008004100000245007700041210006900118260000900187490000700196653001500203100001500218700001500233700002000248856010400268       2015                        eng d00aLooking back: A quantitative review of the Journal of Management History0 aLooking back A quantitative review of the Journal of Management   c20150 v2110aManagement1 aHardy, Jay1 aGibson, C.1 aBuckley, M., R.  u/biblio/looking-back-quantitative-review-journal-management-history00472nas 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-dishonesty00737nas a2200229   4500008004100000245007600041210006900117260000900186490000700195653001500202100002000217700001700237700001500254700002000269700001600289700001700305700002100322700002000343700001900363700001600382856010900398       2015                        eng d00aManagement lore continues alive and well in the organizational sciences0 aManagement lore continues alive and well in the organizational s  c20150 v2110aManagement1 aBuckley, M., R.1 aBaur, J., E.1 aHardy, Jay1 aJohnson, J., F.1 aJohnson, G.1 aPeterson, D.1 aMacdougall, A.E.1 aBanford, C., G.1 aBagdasarov, Z.1 aPeacock, J.  u/biblio/management-lore-continues-alive-and-well-organizational-sciences00535nas a2200109   4500008004100000245011100041210006900152260003200221653001500253100002200268856013500290       2015                        eng d00aMe According To Others: A New Perspective On Self-Presentations And The Socialization Of Racial Minorities0 aMe According To Others A New Perspective On SelfPresentations An  aVancouver, BC, Canadac201510aManagement1 aHouston, Lawrence  u/biblio/me-according-others-new-perspective-self-presentations-and-socialization-racial-minorities00585nas a2200157   4500008004100000245008100041210006900122260002700191653001500218653001700233100001700250700001900267700001800286700001100304856011200315       2015                        eng d00aNarcissism exacerbates the hindsight bias, but only after favorable outcomes0 aNarcissism exacerbates the hindsight bias but only after favorab  aPhiladelphia, PAc201510aManagement10aOSU-Cascades1 aKausel, E, E1 aHowes, Satoris1 aJackson, A, T1 aReb, J  u/biblio/narcissism-exacerbates-hindsight-bias-only-after-favorable-outcomes00558nas 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-000611nas 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-and01443nas a2200169   4500008004100000245003200041210003000073260001900103520097900122653001501101100002101116700001601137700001901153700002001172700001601192856006501208       2015                        eng d00aPersons with (dis)Abilities0 aPersons with disAbilities  aNew Yorkc20153 aThis chapter examines workplace discrimination faced by persons with (dis)abilities. It begins by discussing usage, meaning, and effects of the word “disability” and the related term “persons with disabilities.” It then considers the diversity of conditions and experiences among persons with (dis)abilities by reviewing extant research on people with five common disabling conditions (i.e., mobility, seeing, hearing, chronic illness, and psychiatric conditions). It also examines the importance of national context by taking a closer look at research on the experiences of people with (dis)abilities in five nations (i.e., United States, Canada, Germany, India, and China). By separately highlighting extant research on a few common conditions and nations, the chapter’s intent is to show the need for more research on specific conditions in specific work and national contexts, as well as the need for research integrating and summarizing these focused studies.10aManagement1 aBaldridge, David1 aBeatty, Joy1 aBöhm, Stephan1 aKulkarni, Mukta1 aMoore, Mark  u/biblio/persons-disabilities00567nas a2200157   4500008004100000245007000041210006500111260002700176653001500203653001700218100001800235700001600253700001900269700001800288856010300306       2015                        eng d00aThe relationship between leadership and flow: A daily diary study0 arelationship between leadership and flow A daily diary study  aPhiladelphia, PAc201510aManagement10aOSU-Cascades1 aSimmons, M, J1 aFullagar, C1 aHowes, Satoris1 aRiforgiate, S  u/biblio/relationship-between-leadership-and-flow-daily-diary-study00367nas a2200109   4500008004100000245004000041210004000081260002300121653001500144100002100159856007700180       2015                        eng d00aResearch on Hearing Loss and Salary0 aResearch on Hearing Loss and Salary  aScotsdale AZc201510aManagement1 aBaldridge, David  u/biblio/research-hearing-loss-and-salary00660nas a2200181   4500008004100000245010200041210006900143260000900212300001000221490000700231653001500238653001700253100002000270700001900290700002000309700001500329856013400344       2015                        eng d00aResource replacement and psychological well-being during unemployment: The role of family support0 aResource replacement and psychological wellbeing during unemploy  c2015  a74-820 v8910aManagement10aOSU-Cascades1 aHuffman, A., H.1 aHowes, Satoris1 aWayment, H., A.1 aIrving, L.  u/biblio/resource-replacement-and-psychological-well-being-during-unemployment-role-family-support00504nas 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-symbolizations00625nas a2200145   4500008004100000245011000041210006900151260003200220653001500252100001800267700002200285700002200307700002200329856012800351       2015                        eng d00aSugar and Spice and Everything Nice: Predicting the Success of Female Leaders’ Issue Selling Strategies0 aSugar and Spice and Everything Nice Predicting the Success of Fe  aVancouver, BC, Canadac201510aManagement1 aJoshi, Aparna1 aHumphrey, Stephen1 aHouston, Lawrence1 aDwivedi, Priyanka  u/biblio/sugar-and-spice-and-everything-nice-predicting-success-female-leaders-issue-selling00392nas a2200109   4500008004100000245005300041210005100094260001900145653001500164100002100179856008200200       2015                        eng d00aTHOUGHT-LEADERS" ON GENDER BIAS IN THE WORKPLACE0 aTHOUGHTLEADERS ON GENDER BIAS IN THE WORKPLACE  aNEW YORKc201510aManagement1 aMartell, Richard  u/biblio/thought-leaders-gender-bias-workplace00646nas a2200193   4500008004100000245007700041210006900118260000900187300001000196490000800206653001500214653001700229100001900246700001900265700001800284700001800302700002000320856011200340       2015                        eng d00aToo arrogant for their own good? Why and when narcissists dismiss advice0 aToo arrogant for their own good Why and when narcissists dismiss  c2015  a33-500 v13110aManagement10aOSU-Cascades1 aKausel, E., E.1 aHowes, Satoris1 aLeiva, P., I.1 aSlaughter, J.1 aJackson, A., T.  u/biblio/too-arrogant-their-own-good-why-and-when-narcissists-dismiss-advice00510nas 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-process00431nas a2200109   4500008004100000245006100041210005900102260002800161653001500189100002100204856009600225       2015                        eng d00aWhat Role Do Men Play in Women's Leadership Development?0 aWhat Role Do Men Play in Womens Leadership Development  aVancouver, Canadac201510aManagement1 aMartell, Richard  u/biblio/what-role-do-men-play-womens-leadership-development00646nas 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-three00645nas a2200157   4500008004100000245010200041210006900143260003700212653001500249100002100264700001900285700001900304700002000323700001600343856012800359       2014                        eng d00aAdvancing Research on Discrimination: The Contextual Meanings and Effects of the Word "Disability0 aAdvancing Research on Discrimination The Contextual Meanings and  aPhiladelphia, Pennsylvaniac201410aManagement1 aBaldridge, David1 aBeatty, Joy, E1 aBöhm, Stephan1 aKulkarni, Mukta1 aMoore, Mark  u/biblio/advancing-research-discrimination-contextual-meanings-and-effects-word-disability-000477nas a2200133   4500008004100000245005800041210005700099260002300156653001500179100002100194700002000215700001500235856009300250       2014                        eng d00aAffective responses in a virtue-less work environment0 aAffective responses in a virtueless work environment  aHonolulu, HIc201410aManagement1 aTheil, Chase, E.1 aPeterson, David1 aHardy, Jay  u/biblio/affective-responses-virtue-less-work-environment00470nas a2200145   4500008004100000245006000041210005900101260000900160300001200169490000600181653001500187653001700202100001900219856008600238       2014                        eng d00aBeware of pointing fingers: In defense of the migrators0 aBeware of pointing fingers In defense of the migrators  c2014  a342-3460 v710aManagement10aOSU-Cascades1 aHowes, Satoris  u/biblio/beware-pointing-fingers-defense-migrators00551nas a2200133   4500008004100000245008500041210006900126260002300195653001500218100002200233700002400255700001900279856011900298       2014                        eng d00aBlack Sensitivity versus Adaptivity to White Service Providers’ Inauthenticity0 aBlack Sensitivity versus Adaptivity to White Service Providers I  aHonolulu, HIc201410aManagement1 aHouston, Lawrence1 aGrandey, Alicia, A.1 aSawyer, Katina  u/biblio/black-sensitivity-versus-adaptivity-white-service-providers-inauthenticity00605nas a2200157   4500008004100000245010100041210006900142260000900211300001400220490000700234653001500241100002200256700001700278700002300295856012900318       2014                        eng d00aA (Blurry) Vision of the Future: How Leader Rhetoric About Ultimate Goals Influences Performance0 aBlurry Vision of the Future How Leader Rhetoric About Ultimate G  c2014  a1544-15700 v5710aManagement1 aCarton, Andrew, M1 aMurphy, Chad1 aClark, Jonathan, R  u/biblio/blurry-vision-future-how-leader-rhetoric-about-ultimate-goals-influences-performance00373nas a2200109   4500008004100000245004500041210004400086260002100130653001500151100001600166856008100182       2014                        eng d00aBuilding Engagement in today's workforce0 aBuilding Engagement in todays workforce  aEugene, ORc201410aManagement1 aCieri, Mike  u/biblio/building-engagement-todays-workforce00406nas a2200133   4500008004100000245003800041210003800079260002400117300001000141490000700151653001500158100002100173856007800194       2014                        eng d00aCareer Success After Hearing Loss0 aCareer Success After Hearing Loss  aBerthesda, MDc2014  a12-160 v3510aManagement1 aBaldridge, David  u/biblio/career-success-after-hearing-loss00797nas a2200229   4500008004100000245011800041210006900159260000900228300001200237490000700249653001500256100001900271700002100290700001700311700002200328700001900350700002000369700001500389700001700404700002000421856012600441       2014                        eng d00aDiscrediting in a message board forum: The effects of social support and attacks on expertise and trustworthiness0 aDiscrediting in a message board forum The effects of social supp  c2014  a325-3410 v1910aManagement1 aHughes, M., G.1 aGriffith, J., A.1 aZeni, T., A.1 aArsenault, M., L.1 aCooper, O., D.1 aJohnson, G., J.1 aHardy, Jay1 aConnelly, S.1 aMumford, M., D.  u/biblio/discrediting-message-board-forum-effects-social-support-and-attacks-expertise-and00564nas a2200145   4500008004100000245007700041210006900118260002300187653001500210100002700225700002200252700001500274700001800289856011100307       2014                        eng d00aDynamic team-efficacy in relation to routine versus adaptive performance0 aDynamic teamefficacy in relation to routine versus adaptive perf  aHonolulu, HIc201410aManagement1 aArsenault, Matthew, L.1 aMracek, Derek, L.1 aHardy, Jay1 aDay, Eric, A.  u/biblio/dynamic-team-efficacy-relation-routine-versus-adaptive-performance00513nas a2200133   4500008004100000245008900041210006900130260000900199300001200208490000700220653001500227100001500242856012200257       2014                        eng d00aDynamics in the relationship between self-efficacy and performance following failure0 aDynamics in the relationship between selfefficacy and performanc  c2014  a151-1580 v7110aManagement1 aHardy, Jay  u/biblio/dynamics-relationship-between-self-efficacy-and-performance-following-failure00615nas 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-opportunities00621nas a2200157   4500008004100000245009700041210006900138260002300207653001500230100001900245700001500264700001900279700001800298700002000316856012700336       2014                        eng d00aAn examination of realistic job previews and expectation lowering procedures for expatriates0 aexamination of realistic job previews and expectation lowering p  aSavannah, GAc201410aManagement1 aGibson, Carter1 aHardy, Jay1 aBaur, John, E.1 aFrink, Dwight1 aBuckley, Ronald  u/biblio/examination-realistic-job-previews-and-expectation-lowering-procedures-expatriates00649nas a2200193   4500008004100000245007800041210006900119260000900188300001000197490000600207653001500213653001700228100002000245700001800265700001900283700001900302700001900321856011500340       2014                        eng d00aExamining time demands and work-family conflict on psychological distress0 aExamining time demands and workfamily conflict on psychological   c2014  a26-320 v210aManagement10aOSU-Cascades1 aHuffman, A., H.1 aPayne, S., C.1 aKoehly, L., M.1 aHowes, Satoris1 aCastro, C., A.  u/biblio/examining-time-demands-and-work-family-conflict-psychological-distress00508nas a2200133   4500008004100000245007100041210006600112260002700178653001500205100002100220700001800241700001500259856010000274       2014                        eng d00aAn Exploration of Research Productivity in Business Ph.D. Programs0 aExploration of Research Productivity in Business PhD Programs  aPhiladelphia, PAc201410aManagement1 aMilosevic, Ivana1 aPaterson, Ted1 aBass, Erin  u/biblio/exploration-research-productivity-business-phd-programs00624nas a2200181   4500008004100000245008600041210006900127260000900196300001100205490000800216653001500224100001500239700001600254700001900270700001300289700002100302856011900323       2014                        eng d00aExploratory behavior in active learning: A between- and within-person examination0 aExploratory behavior in active learning A between and withinpers  c2014  a98-1120 v12510aManagement1 aHardy, Jay1 aDay, E., A.1 aHughes, M., G.1 aWang, X.1 aSchuelke, M., J.  u/biblio/exploratory-behavior-active-learning-between-and-within-person-examination00341nas a2200109   4500008004100000245003400041210003400075260001900109653001500128100001700143856007100160       2014                        eng d00aFollowing Footsteps of Giants0 aFollowing Footsteps of Giants  aPortlandc201410aManagement1 aLarson, Erik  u/biblio/following-footsteps-giants00564nas a2200133   4500008004100000245009700041210006900138260002800207653001500235100001900250700001500269710001800284856012800302       2014                        eng d00aGender differences in creative problem-solving may be an artifact of measurement differences0 aGender differences in creative problemsolving may be an artifact  aSan Francisco, CAc201410aManagement1 aGibson, Carter1 aHardy, Jay1 aEmptyAuthNode  u/biblio/gender-differences-creative-problem-solving-may-be-artifact-measurement-differences02217nas 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-000513nas 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.2014.092800484nas a2200109   4500008004100000245008800041210006900129260002300198653001500221100001500236856012300251       2014                        eng d00aKeeping the faith: Baseline-skill and task-specific self-efficacy following failure0 aKeeping the faith Baselineskill and taskspecific selfefficacy fo  aHonolulu, HIc201410aManagement1 aHardy, Jay  u/biblio/keeping-faith-baseline-skill-and-task-specific-self-efficacy-following-failure00490nas 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-000605nas a2200157   4500008004100000245009600041210006900137260000900206300001200215490000700227653001500234100002400249700002300273700002200296856012900318       2014                        eng d00aA Meta-analytic Comparison of Self- and Other-Reported Organizational Citizenship Behavior.0 aMetaanalytic Comparison of Self and OtherReported Organizational  c2014  a547-5740 v3510aManagement1 aCarpenter, Nichelle1 aBerry, Christopher1 aHouston, Lawrence  u/biblio/meta-analytic-comparison-self-and-other-reported-organizational-citizenship-behavior00655nas a2200169   4500008004100000245012500041210006900166260000900235300001200244490000700256653001500263653001700278100002100295700001900316700002200335856012800357       2014                        eng d00aMoving forward indirectly: Reanalyzing the validity of employment interviews with indirect range restriction methodology0 aMoving forward indirectly Reanalyzing the validity of employment  c2014  a297-3090 v2210aManagement10aOSU-Cascades1 aHuffcutt, A., I.1 aHowes, Satoris1 aWeyhrauch, W., S.  u/biblio/moving-forward-indirectly-reanalyzing-validity-employment-interviews-indirect-range00660nas a2200181   4500008004100000245010200041210006900143260000900212300001400221490000700235653001500242100001900257700001600276700002200292700001500314700001800329856013100347       2014                        eng d00aA multilevel approach to relating subjective workload to performance after shifts in task demands0 amultilevel approach to relating subjective workload to performan  c2014  a1401-14130 v5610aManagement1 aMracek, D., L.1 aDay, E., A.1 aArsenault, M., A.1 aHardy, Jay1 aTerry, R., A.  u/biblio/multilevel-approach-relating-subjective-workload-performance-after-shifts-task-demands00614nas a2200169   4500008004100000245009100041210006900132260000900201300001200210490000600222653001500228653001700243100002100260700001900281700002200300856012200322       2014                        eng d00aMulti-stage artifact correction: An illustration with structured employment interviews0 aMultistage artifact correction An illustration with structured e  c2014  a548-5530 v710aManagement10aOSU-Cascades1 aHuffcutt, A., I.1 aHowes, Satoris1 aWeyhrauch, W., S.  u/biblio/multi-stage-artifact-correction-illustration-structured-employment-interviews00591nas 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-000562nas a2200133   4500008004100000245009200041210006900133260002400202653001500226100001800241700001800259700002100277856013000298       2014                        eng d00aA Proposed Orthogonal Relationship between Psychological Capital and Ethical Leadership0 aProposed Orthogonal Relationship between Psychological Capital a  aCharlotte, NCc201410aManagement1 aPaterson, Ted1 aLuthans, Fred1 aMilosevic, Ivana  u/biblio/proposed-orthogonal-relationship-between-psychological-capital-and-ethical-leadership00555nas a2200157   4500008004100000245008000041210006900121260000900190300001000199490000700209653001500216100001500231700001600246700001800262856011700280       2014                        eng d00aRelating mental toughness to complex task learning and adaptive performance0 aRelating mental toughness to complex task learning and adaptive   c2014  a59-640 v6810aManagement1 aHardy, Jay1 aDay, E., A.1 aImose, R., A.  u/biblio/relating-mental-toughness-complex-task-learning-and-adaptive-performance00625nas 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-right00536nas a2200109   4500008004100000245012200041210006900163260002700232653001500259100001600274856013600290       2014                        eng d00aSilence is Golden: A Conceptual Investigation of Leaders’ Extraversion and Introversion Personality in Collectivism0 aSilence is Golden A Conceptual Investigation of Leaders Extraver  aHonolulu, Hawaiic201410aManagement1 aCho, Jeewon  u/biblio/silence-golden-conceptual-investigation-leaders-extraversion-and-introversion-personality-000538nas a2200181   4500008004100000245004300041210004300084260000900127300001200136490000700148653001500155653003200170100002000202700001800222700002000240700001800260856007800278       2014                        eng d00aSocial Issues in the Family Enterprise0 aSocial Issues in the Family Enterprise  c2014  a193-2050 v2710aManagement10aStrategy & Entrepreneurship1 aVan Gils, Anita1 aDibrell, Clay1 aNeubaum, Donald1 aCraig, Justin  u/biblio/social-issues-family-enterprise-000526nas 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-and00503nas a2200133   4500008004100000245007700041210006900118260000900187653001500196100001800211700001600229700001400245856011000259       2014                        eng d00aThriving at Work: Impact of Psychological Capital and Supervisor Support0 aThriving at Work Impact of Psychological Capital and Supervisor   c201410aManagement1 aPaterson, Ted1 aLuthans, F.1 aJeung, W.  u/biblio/thriving-work-impact-psychological-capital-and-supervisor-support00542nas a2200133   4500008004100000245009600041210006900137260000900206653001500215100002100230700001800251700001500269856012400284       2014                        eng d00aThriving under Pressure: An Exploration of Research Productivity in Business Ph.D. Programs0 aThriving under Pressure An Exploration of Research Productivity   c201410aManagement1 aMilosevic, Ivana1 aPaterson, Ted1 aBass, Erin  u/biblio/thriving-under-pressure-exploration-research-productivity-business-phd-programs01696nas a2200145   4500008004100000245007700041210006900118260000900187520117000196653001501366100001901381700002101400700002001421856010901441       2014                        eng d00aToward Greater Understanding of the Pernicious Effects of Workplace Envy0 aToward Greater Understanding of the Pernicious Effects of Workpl  c20143 aDespite the fact that envy has been widely viewed as the most pernicious and organizational dysfunctional workplace emotion, research has ignored envy’s longer-term, chronic consequences. This oversight can largely be attributed to over reliance on the relatively static affective events framework that does not account for how envy-eliciting events can threaten an individual’s social standing or trigger emotional schema from previous events. Hence, we propose an extension of this framework in order to address these shortcomings and in order to more fully account for the cumulative effects of prior envy-eliciting events. In particular, by integrating insights from social comparison and emotional schema theories into the current framework, we offer a deeper, more fine-grained explanation for the accumulation of envious feelings and their longer-term, chronic consequences. We believe that these additional insights will offer a perspective, both for researchers and practitioners alike, into how envy-eliciting events can result in more malicious and chronic, dysfunctional outcomes over time. Future research and managerial implications are discussed.10aManagement1 aVeiga, John, F1 aBaldridge, David1 aMarkoczy, Livia  u/biblio/toward-greater-understanding-pernicious-effects-workplace-envy-000472nas a2200145   4500008004100000245005800041210005800099260000900157490000700166653001500173100001500188700001500203700002000218856008800238       2014                        eng d00aUnderstanding the role of networking in organizations0 aUnderstanding the role of networking in organizations  c20140 v1910aManagement1 aGibson, C.1 aHardy, Jay1 aBuckley, M., R.  u/biblio/understanding-role-networking-organizations00346nas a2200109   4500008004100000245003500041210003400076260002100110653001500131100001600146856007400162       2014                        eng d00aWhat Motivates Today's Workers0 aWhat Motivates Todays Workers  aEugene, ORc201410aManagement1 aCieri, Mike  u/biblio/what-motivates-todays-workers00588nas a2200157   4500008004100000245009600041210006900137260000900206300001200215490000700227653001500234100002300249700001700272700001700289856012400306       2014                        eng d00aWhen Do Leaders Matter? Ownership, Governance and the Influence of CEOs on Firm Performance0 aWhen Do Leaders Matter Ownership Governance and the Influence of  c2014  a358-3720 v2510aManagement1 aClark, Jonathan, R1 aMurphy, Chad1 aSinger, Sara  u/biblio/when-do-leaders-matter-ownership-governance-and-influence-ceos-firm-performance00551nas a2200121   4500008004100000245010000041210006900141260002700210653001500237100002600252700001800278856013300296       2014                        eng d00aWhole-self Identity at Work: Measuring Multiple Work-related Identities to Enhance HRM Research0 aWholeself Identity at Work Measuring Multiple Workrelated Identi  aPhiladelphia, PAc201410aManagement1 aWelbourne, Theresa, M1 aPaterson, Ted  u/biblio/whole-self-identity-work-measuring-multiple-work-related-identities-enhance-hrm-research00518nas a2200121   4500008004100000245009300041210006900134260002100203653001500224100002100239700001600260856012000276       2014                        eng d00aThe Workplace, the Law and Behavioral Responses: Strategies for Effective Self- advocacy0 aWorkplace the Law and Behavioral Responses Strategies for Effect  aAustin, TXc201410aManagement1 aBaldridge, David1 aWaldo, John  u/biblio/workplace-law-and-behavioral-responses-strategies-effective-self-advocacy-000650nas a2200181   4500008004100000245009700041210006900138260000900207300001200216490000700228653001500235653001700250100001800267700002000285700001800305700001900323856012600342       2013                        eng d00aAcculturation and individualism as predictors of work-family conflict in a diverse workforce0 aAcculturation and individualism as predictors of workfamily conf  c2013  a741-7690 v5210aManagement10aOSU-Cascades1 aOlson, K., J.1 aHuffman, A., H.1 aLeiva, P., I.1 aHowes, Satoris  u/biblio/acculturation-and-individualism-predictors-work-family-conflict-diverse-workforce00583nam a2200169   4500008004100000245007000041210006900111260001700180653001500197100001900212700002000231700001600251700001400267700001600281700001200297856010400309       2013                        eng d00aAddendum: Extending the concept of charismatic leadership further0 aAddendum Extending the concept of charismatic leadership further  aOxfordc201310aManagement1 aKim, Kyoungsoo1 aDansereau, Fred1 aKim, Insook1 aWang, Lei1 aCho, Jeewon1 aChiu, C  u/biblio/addendum-extending-concept-charismatic-leadership-further-000519nas a2200109   4500008004100000245010500041210006900146260002600215653001500241100002100256856013200277       2013                        eng d00aThe adverse effects of implicit bias and micro-inequities in the workplace: Much ado about something0 aadverse effects of implicit bias and microinequities in the work  aSt. George Utahc201310aManagement1 aMartell, Richard  u/biblio/adverse-effects-implicit-bias-and-micro-inequities-workplace-much-ado-about-something-000542nas a2200121   4500008004100000245010100041210006900142260002600211653001500237100001500252700001800267856013500285       2013                        eng d00aAligning Ethical Leadership and Enabling Group Voice: A Revisit to Multilevel Ethical Leadership0 aAligning Ethical Leadership and Enabling Group Voice A Revisit t  aNew Orleans, LAc201310aManagement1 aHuang, Lei1 aPaterson, Ted  u/biblio/aligning-ethical-leadership-and-enabling-group-voice-revisit-multilevel-ethical-leadership00611nas a2200169   4500008004100000245009500041210006900136260000900205300001200214490000700226653001500233100001600248700001500264700001400279700002100293856012700314       2013                        eng d00aThe ambivalent mind can be a wise mind: Emotional ambivalence increases judgment accuracy.0 aambivalent mind can be a wise mind Emotional ambivalence increas  c2013  a360-3670 v4910aManagement1 aRees, Laura1 aRothman, N1 aLehavy, R1 aSanchez-Burks, J  u/biblio/ambivalent-mind-can-be-wise-mind-emotional-ambivalence-increases-judgment-accuracy00526nas 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-000490nas a2200121   4500008004100000245007600041210006900117260002200186653001500208100001700223700001800240856011000258       2013                        eng d00aCo-Evolution of Thriving and Social Relationships: A Longitudinal Study0 aCoEvolution of Thriving and Social Relationships A Longitudinal   aOrlando, FLc201310aManagement1 aJeung, Wonho1 aPaterson, Ted  u/biblio/co-evolution-thriving-and-social-relationships-longitudinal-study00479nas a2200121   4500008004100000245007600041210006900117260000900186653001500195100001700210700001800227856011200245       2013                        eng d00aCo-Evolution of Thriving and Social Relationships: A Longitudinal Study0 aCoEvolution of Thriving and Social Relationships A Longitudinal   c201310aManagement1 aJeung, Wonho1 aPaterson, Ted  u/biblio/co-evolution-thriving-and-social-relationships-longitudinal-study-000654nas a2200169   4500008004100000245008800041210006900129260002200198653001500220100002300235700001800258700002400276700002700300700001500327700002200342856012000364       2013                        eng d00aDevelopment of a construct-oriented situational judgment test of sensemaking skills0 aDevelopment of a constructoriented situational judgment test of   aHouston, TXc201310aManagement1 aCooper, Olivia, D.1 aDay, Eric, A.1 aConnelly, Shane, S.1 aArsenault, Matthew, L.1 aHardy, Jay1 aMracek, Derek, L.  u/biblio/development-construct-oriented-situational-judgment-test-sensemaking-skills03066nas 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-000536nas a2200133   4500008004100000245008500041210006900126260002200195653001500217100001700232700001600249700001800265856011900283       2013                        eng d00aEmotional Intelligence and Transformational Leadership: What about the Follower?0 aEmotional Intelligence and Transformational Leadership What abou  aHouston, TXc201310aManagement1 aJeung, Wonho1 aHarms, P, D1 aPaterson, Ted  u/biblio/emotional-intelligence-and-transformational-leadership-what-about-follower00618nas a2200169   4500008004100000245009000041210006900131260000900200300001200209490000700221653001500228653001700243100002100260700001900281700002200300856012600322       2013                        eng d00aEmployment interview reliability: New meta-analytic estimates by structure and format0 aEmployment interview reliability New metaanalytic estimates by s  c2013  a264-2760 v2110aManagement10aOSU-Cascades1 aHuffcutt, A., I.1 aHowes, Satoris1 aWeyhrauch, W., S.  u/biblio/employment-interview-reliability-new-meta-analytic-estimates-structure-and-format00656nas a2200169   4500008004100000245013400041210006900175260000900244300001200253490000700265653001500272653001700287100001600304700001900320700001800339856012900357       2013                        eng d00aExplaining emotional labor's relationships with emotional exhaustion and life satisfaction: Moderating role of perceived autonomy0 aExplaining emotional labors relationships with emotional exhaust  c2013  a347-3560 v1210aManagement10aOSU-Cascades1 aGopalan, N.1 aHowes, Satoris1 aLeiva, P., I.  u/biblio/explaining-emotional-labors-relationships-emotional-exhaustion-and-life-satisfaction00611nas a2200157   4500008004100000245008300041210006900124260002200193653001500215100001500230700001800245700002400263700002000287700002600307856012000333       2013                        eng d00aExploration and complex task learning: A between and within-person examination0 aExploration and complex task learning A between and withinperson  aHouston, TXc201310aManagement1 aHardy, Jay1 aDay, Eric, A.1 aHughes, Michael, G.1 aWang, Xiaoquian1 aSchuelke, Matthew, J.  u/biblio/exploration-and-complex-task-learning-between-and-within-person-examination00514nas a2200133   4500008004100000245008200041210006900123260000900192653001500201100001800216700001500234700001500249856011600264       2013                        eng d00aExploring Costs and Consequences of Religious Expression in Family Businesses0 aExploring Costs and Consequences of Religious Expression in Fami  c201310aManagement1 aPaterson, Ted1 aSpecht, D.1 aDuchon, D.  u/biblio/exploring-costs-and-consequences-religious-expression-family-businesses00558nas 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-000545nas a2200145   4500008004100000245007600041210006900117260002200186653001500208100001700223700001800240700001600258700001800274856010700292       2013                        eng d00aExploring the Relationships of Human, Social, and Psychological Capital0 aExploring the Relationships of Human Social and Psychological Ca  aHouston, TXc201310aManagement1 aJeung, Wonho1 aLuthans, Fred1 aHarms, P, D1 aPaterson, Ted  u/biblio/exploring-relationships-human-social-and-psychological-capital00475nas 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-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-000499nas a2200121   4500008004100000245008400041210006900125260002100194653001500215100001800230700001800248856011100266       2013                        eng d00aIn Search of Human Sustainability: An Empirical Study of Thriving Entrepreneurs0 aIn Search of Human Sustainability An Empirical Study of Thriving  aDenver, COc201310aManagement1 aPaterson, Ted1 aLuthans, Fred  u/biblio/search-human-sustainability-empirical-study-thriving-entrepreneurs00604nas a2200145   4500008004100000245010600041210006900147260002600216653001500242100001800257700002100275700001500296700001800311856012900329       2013                        eng d00aInnovating for Success in Ph.D. Programs: The Role of Psychological Resources and Proactive Behaviors0 aInnovating for Success in PhD Programs The Role of Psychological  aNew Orleans, LAc201310aManagement1 aPaterson, Ted1 aMilosevic, Ivana1 aBass, Erin1 aLuthans, Fred  u/biblio/innovating-success-phd-programs-role-psychological-resources-and-proactive-behaviors00573nas 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-000626nas a2200169   4500008004100000245010100041210006900142260000900211300001000220490000600230653001500236653001700251100001900268700002100287700001800308856013000326       2013                        eng d00aIntroduction and empirical assessment of executive functioning as a predictor of job performance0 aIntroduction and empirical assessment of executive functioning a  c2013  a75-850 v210aManagement10aOSU-Cascades1 aHowes, Satoris1 aHuffcutt, A., I.1 aGoebl, A., P.  u/biblio/introduction-and-empirical-assessment-executive-functioning-predictor-job-performance00530nas 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-000485nas a2200121   4500008004100000245007000041210006400111260002300175653001500198100002400213700002200237856010400259       2013                        eng d00aKeepin’ it real: Race, Emotional Labor, and Service Performance0 aKeepin it real Race Emotional Labor and Service Performance  aHouston, TX.c201310aManagement1 aGrandey, Alicia, A.1 aHouston, Lawrence  u/biblio/keepin-it-real-race-emotional-labor-and-service-performance00588nas 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-000462nas a2200109   4500008004100000245007300041210006900114260002700183653001500210100002100225856010600246       2013                        eng d00aA multilevel emergent theory of gender segregation in organizations.0 amultilevel emergent theory of gender segregation in organization  aOrlando, Floridac201310aManagement1 aMartell, Richard  u/biblio/multilevel-emergent-theory-gender-segregation-organizations-000817nas a2200205   4500008004100000245015600041210006900197260001800266653001500284100002100299700002200320700002100342700002400363700002100387700001700408700001600425700001900441700001600460856013500476       2013                        eng d00aPanel Symposium Submission # Advancing the Research on Stereotypes in the Management Field: What is Shared and What is Different Across Diverse Groups?0 aPanel Symposium Submission Advancing the Research on Stereotypes  aOrlandoc201310aManagement1 aBaldridge, David1 avan Esch, Chantal1 aSugiyama, Keimei1 aPhillips, Katherine1 aBilimoria, Diana1 aKulik, Carol1 aCase, Susan1 aShih, Margaret1 aHall, Erika  u/biblio/panel-symposium-submission-advancing-research-stereotypes-management-field-what-shared-and01430nas a2200157   4500008004100000245007500041210006900116260000900185300001200194490000700206520097200213653001501185100001901200700001901219856003401238       2013                        eng d00aPerceived Support, Knowledge Tacitness, and Provider Knowledge Sharing0 aPerceived Support Knowledge Tacitness and Provider Knowledge Sha  c2013  a717-7420 v383 aThis study provides a direct test of social exchange theory to knowledge sharing from the provider perspective by examining the effects of both perceived organizational support (POS) and perceived coworker support (PCS) on their direct knowledge sharing with their coworkers. Also examined is the moderating effect of providers’ perception of the tacitness of their knowledge on the relationship between these different sources of support and their knowledge sharing. Results show perceived coworker support (PCS) has a significant positive effect on provider knowledge sharing but that the relationship only holds when knowledge tacitness is high. Contrary to expectations, perceived organizational support (POS) did not have a significant positive effect on providers’ knowledge sharing and that this relationship did not depend on providers’ perceptions of their knowledge tacitness. The implications of these findings to research and practice are discussed.10aManagement1 aSwift, Michele1 aVirick, Meghna  uDOI: 10.1177/105960111350759700593nas a2200169   4500008004100000245008200041210006900123260000900192300001200201490000700213653001500220653001700235100001900252700002000271700001800291856011400309       2013                        eng d00aPerformance appraisal satisfaction: The role of feedback and goal orientation0 aPerformance appraisal satisfaction The role of feedback and goal  c2013  a189-1950 v1210aManagement10aOSU-Cascades1 aHowes, Satoris1 aHenning, J., B.1 aPayne, S., C.  u/biblio/performance-appraisal-satisfaction-role-feedback-and-goal-orientation00501nas 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-100631nas 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-000554nas a2200133   4500008004100000245008900041210006900130260002300199653001500222100002300237700001800260700001500278856012700293       2013                        eng d00aReflexivity, team efficacy, and cohesion under routine and novel performance demands0 aReflexivity team efficacy and cohesion under routine and novel p  aHonolulu, HIc201310aManagement1 aArsenault, Matthew1 aDay, Eric, A.1 aHardy, Jay  u/biblio/reflexivity-team-efficacy-and-cohesion-under-routine-and-novel-performance-demands00627nas 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-000533nas a2200121   4500008004100000245010200041210006900143260002300212653001500235100001500250700001800265856012800283       2013                        eng d00aSelf-efficacy and complex skill performance: disentangling between- and within-person differences0 aSelfefficacy and complex skill performance disentangling between  aHonolulu, HIc201310aManagement1 aHardy, Jay1 aDay, Eric, A.  u/biblio/self-efficacy-and-complex-skill-performance-disentangling-between-and-within-person00535nas a2200121   4500008004100000245010100041210006900142260002300211653001500234100001600249700001300265856013500278       2013                        eng d00aShared Leadership in Virtual Teams: Boundary Conditions for Team Identification and Cohesiveness0 aShared Leadership in Virtual Teams Boundary Conditions for Team   aSanta Fe, NMc201310aManagement1 aCho, Jeewon1 aPark, I.  u/biblio/shared-leadership-virtual-teams-boundary-conditions-team-identification-and-cohesiveness-000695nas a2200193   4500008004100000245011900041210006900160260000900229300001400238490000700252653001500259100001700274700001600291700001700307700001600324700001300340700001500353856013300368       2013                        eng d00aSocial Influence and Interpersonal Power in Organizations: Roles of Performance and Political Skill in Two Studies0 aSocial Influence and Interpersonal Power in Organizations Roles   c2013  a1529-15530 v3910aManagement1 aTreadway, D.1 aBreland, J.1 aWilliams, L.1 aCho, Jeewon1 aYang, J.1 aFerris, J.  u/biblio/social-influence-and-interpersonal-power-organizations-roles-performance-and-political-001655nas a2200169   4500008004100000245010700041210006900148260000900217300001200226490000700238520109200245653001501337100001701352700003201369700001701401856006701418       2013                        eng d00aThe Structural Properties of Sustainable, Continuous Change: Achieving Reliability Through Flexibility0 aStructural Properties of Sustainable Continuous Change Achieving  c2013  a179-2050 v493 aRecent studies show that the relationship between structure and inertia in changing environments may be more complex than previously held and that the theoretical logics tying inertia with flexibility and efficiency remain incomplete. Using a computational model, this article aims to clarify this relationship by exploring what structural properties enable continuous change in inertia-generating organizations and what their performance consequences are in dynamic environments. The article has three main findings: First, employing managers who anticipate change is not enough to generate continuous change; it is also necessary to raise both the rate of responsiveness and desired performance. Second, continuous change increases average organizational performance and reduces its variation. Third, organizations’ capacity for continuous change is counterintuitively limited by the organizations’ capacity to build inertia. These are important insights, because they suggest that with the right design, organizations may be both more flexible and reliable than commonly believed.10aManagement1 aCarroll, Tim1 aHåkonsson, Dorthe, Døjbak1 aKlaas, Peter  uhttps://journals.sagepub.com/doi/full/10.1177/002188631246452000510nas a2200109   4500008004100000245010400041210006900145260002200214653001500236100001800251856013100269       2013                        eng d00aTaking Human Sustainability Seriously: Exploring Individual and Organizational Enablers of Thriving0 aTaking Human Sustainability Seriously Exploring Individual and O  aOrlando, FLc201310aManagement1 aPaterson, Ted  u/biblio/taking-human-sustainability-seriously-exploring-individual-and-organizational-enablers00518nas a2200133   4500008004100000245007700041210006900118260002200187653001500209100001800224700001800242700001700260856010700277       2013                        eng d00aThriving at Work: An Empirical Investigation of Antecedents and Outcomes0 aThriving at Work An Empirical Investigation of Antecedents and O  aOrlando, FLc201310aManagement1 aPaterson, Ted1 aLuthans, Fred1 aJeung, Wonho  u/biblio/thriving-work-empirical-investigation-antecedents-and-outcomes00572nas a2200145   4500008004100000245009800041210006900139260000900208300001200217490000600229653001500235100002200250700002400272856013000296       2013                        eng d00aWhat We Don't Know Can Hurt Us: A Call for Stereotype-Congruent Impression Management Tactics0 aWhat We Dont Know Can Hurt Us A Call for StereotypeCongruent Imp  c2013  a433-4370 v610aManagement1 aHouston, Lawrence1 aGrandey, Alicia, A.  u/biblio/what-we-dont-know-can-hurt-us-call-stereotype-congruent-impression-management-tactics00591nas a2200133   4500008004100000245011900041210006900160260002200229653001500251100002100266700001500287700001800302856013700320       2013                        eng d00aWhy Some Ph.D. Students Fret While Others Innovate: The Critical Role of Thriving and Voice in Innovative Contexts0 aWhy Some PhD Students Fret While Others Innovate The Critical Ro  aOrlando, FLc201310aManagement1 aMilosevic, Ivana1 aBass, Erin1 aPaterson, Ted  u/biblio/why-some-phd-students-fret-while-others-innovate-critical-role-thriving-and-voice-innovative02036nas a2200157   4500008004100000245011000041210006900151260000900220300001200229490000700241520154200248653001501790100002101805700001901826856003301845       2013                        eng d00aWithholding Requests For Disability Accommodation: The Influence Of Individual And Situational Attributes0 aWithholding Requests For Disability Accommodation The Influence   c2013  a743-7620 v393 aPrior research suggests that people with disabilities often do not request needed workplace accommodations, though relatively few studies address which factors influence the extent of such potentially self-limiting behavior. Drawing on workplace disability, help seeking, and social identity literature, this study proposes and tests a model of request withholding frequency using survey data from 279 people with hearing impairments. Consistent with expectations, older employees withheld requests less frequently; however, there was no main effect of gender. Moreover, the strength of the relationship between age and request withholding frequency was significantly weaker when the disability was more severe and when the age of disability onset was earlier. Similarly, disability severity influenced the strength of the relationship between gender and request withholding frequency, though the age of disability onset did not. These findings are consistent with social identity theory, in that those individual differences and disability attributes that shape social identities also appear to affect decisions to request disability accommodation. In practical terms, managers need to not only be supportive of disability accommodation requests but also recognize that some employees, such as young persons with disabilities, may need even more support, and support in a form that affirms or minimizes threats to other salient identities, such as their youth. Additional implications for management research and practice are discussed.10aManagement1 aBaldridge, David1 aSwift, Michele  udoi:10.1177/014920631039637500524nas a2200181   4500008004100000245004500041210004400086260000900130300001200139490000700151653001500158653001700173100002000190700001900210700002000229700001200249856008100261       2013                        eng d00aWork-family conflict across the lifespan0 aWorkfamily conflict across the lifespan  c2013  a761-7800 v2810aManagement10aOSU-Cascades1 aHuffman, A., H.1 aHowes, Satoris1 aHenning, J., B.1 aGoh, A.  u/biblio/work-family-conflict-across-lifespan00560nas 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-000562nas a2200181   4500008004100000245006400041210005700105260000900162300001000171490000600181653001500187653001700202100001700219700001600236700001900252700002000271856008900291       2013                        eng d00aYes, we're fishing – in rough waters for hard-to-find fish0 aYes were fishing in rough waters for hardtofind fish  c2013  a61-650 v610aManagement10aOSU-Cascades1 aThompson, R.1 aBergman, M.1 aHowes, Satoris1 aHuffman, A., H.  u/biblio/yes-were-fishing-rough-waters-hard-find-fish00663nas a2200181   4500008004100000245010100041210006900142260000900211300001200220490000700232653001500239653001700254100001800271700001900289700002000308700002000328856013300348       2012                        eng d00aAssessing gender biases: Development and initial validation of the gender role stereotypes scale0 aAssessing gender biases Development and initial validation of th  c2012  a520-5400 v2710aManagement10aOSU-Cascades1 aMills, M., J.1 aHowes, Satoris1 aHuffman, A., H.1 aConnell, A., R.  u/biblio/assessing-gender-biases-development-and-initial-validation-gender-role-stereotypes-scale01733nas a2200181   4500008004100000245012300041210006900164260000900233300001000242490000600252520105300258653001501311653003201326100002001358700001801378700001801396856013701414       2012                        eng d00aBalancing Natural Environmental Concerns of the Internal and External Stakeholders in Family and Non-family Businesses0 aBalancing Natural Environmental Concerns of the Internal and Ext  c2012  a28-370 v33 aWhile researches have long suggested that firms must be attentive to their key stakeholders, the question of how attention to different stakeholders may have different benefits for different firms has not been well addressed. This is especially true in the case of family businesses, which confront a unique set of stakeholder challenges, and socioemotional goals not confronted by non-family firms. In this study, we investigate the effect of these competing demands across these different types of firms. We argue that while being attentive to both internal and external stakeholders is important to firm performance in family and non-family firms, family firms can benefit more when they match their concern for natural environmental stakeholders with a demonstration of concern for their employees. By effectively leveraging the power of these critical internal stakeholders, family firms can gain competitive advantages over non-family firms as it is through these internal stakeholders which the demands of external stakeholder are often met.10aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/balancing-natural-environmental-concerns-internal-and-external-stakeholders-family-and-non-000613nas a2200169   4500008004100000245009500041210006900136260000900205300001200214490000700226653001500233653001700248100001800265700001900283700001700302856012400319       2012                        eng d00aConceptualizing and measuring engagement: An analysis of the Utrecht Work Engagement Scale0 aConceptualizing and measuring engagement An analysis of the Utre  c2012  a519-5450 v1310aManagement10aOSU-Cascades1 aMills, M., J.1 aHowes, Satoris1 aFullagar, C.  u/biblio/conceptualizing-and-measuring-engagement-analysis-utrecht-work-engagement-scale01222nas a2200157   4500008004100000245008000041210006900121260000900190300000900199490000600208520072600214653001500940100001700955700002300972856006900995       2012                        eng d00aA contingency approach to designing project organizations: theory and tools0 acontingency approach to designing project organizations theory a  c2012  a5-140 v23 aMany firms have increasingly come to rely on projects as a fundamental approach to organizing work. Yet understanding the best way to organize projects is a challenge, given the various contingencies that impact project success. We focus here on three contingency-based project organization design tools (the design structure matrix, OrgCon™ and SimVision™) that help to manage project complexity and ensure project success by identifying misfits or misalignments between organizational elements. We discuss the application of these models to a large National Aeronautics and Space Administration project as an example. We conclude with a consideration of how the existing tools are useful, and where they fall short.10aManagement1 aCarroll, Tim1 aBurton, Richard, M  uhttps://www.tandfonline.com/doi/abs/10.1080/21573727.2011.64111800497nas a2200109   4500008004100000245009800041210006900139260002100208653001500229100001900244856012400263       2012                        eng d00aCreativity as a Motivation for Provider Knowledge Sharing and the Moderating Effect of Gender0 aCreativity as a Motivation for Provider Knowledge Sharing and th  aBoston, MAc201210aManagement1 aSwift, Michele  u/biblio/creativity-motivation-provider-knowledge-sharing-and-moderating-effect-gender-001143nas a2200145   4500008004100000245006100041210006100102260000900163300001200172490000600184520071100190653001500901100001700916856006400933       2012                        eng d00aDesigning organizations for exploration and exploitation0 aDesigning organizations for exploration and exploitation  c2012  a5 pages0 v13 aAll organizations face the core challenge of deciding on investments in two very different types of activities: exploration and exploitation. Exploration activities are future-oriented, such as developing new capabilities, experimenting with new technologies, and pursuing new customers and markets. Exploitation activities, in contrast, focus on the refinement of existing competencies, processes, and products. Because an organization’s design should reflect its goals, it is difficult to accommodate exploration and exploitation activities within a single organization. This article discusses four major approaches used to tackle this problem, and notes the strengths and limitations of each approach.10aManagement1 aCarroll, Tim  uhttps://papers.ssrn.com/sol3/papers.cfm?abstract_id=218475801642nas 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-000591nas a2200157   4500008004100000245010500041210006900146260000900215300001200224490000700236653001500243100001300258700001600271700001300287856013300300       2012                        eng d00aThe Effect of Pre- and Post-Service Encounter Performance on Consumer Evaluation of Online Retailors0 aEffect of Pre and PostService Encounter Performance on Consumer   c2012  a415-4260 v5210aManagement1 aPark, I.1 aCho, Jeewon1 aRao, H.R  u/biblio/effect-pre-and-post-service-encounter-performance-consumer-evaluation-online-retailors-000595nas a2200169   4500008004100000245009300041210006900134260000900203300001200212490000600224653001500230653001700245100002100262700001800283700001900301856010500320       2012                        eng d00aThe engine is important, but the driver is essential: The case for executive functioning0 aengine is important but the driver is essential The case for exe  c2012  a183-1860 v510aManagement10aOSU-Cascades1 aHuffcutt, A., H.1 aGoebl, A., P.1 aHowes, Satoris  u/biblio/engine-important-driver-essential-case-executive-functioning02248nas a2200145   4500008004100000245014500041210006900186260001900255300001200274490000700286520169900293653001501992100002102007856007402028       2012                        eng d00aFrom bias to exclusion: A multilevel emergent theory of gender segregation in organizations. Research in Organization Behavior, 32, 137-162.0 aFrom bias to exclusion A multilevel emergent theory of gender se  aElsevierc2012  a137-1620 v323 aFrom bias to exclusion: A multilevel emergent theory of gender segregation in organizations<br><br>2012<br>Richard F. Martell | Cynthia G. Emrich | James Robison-Cox<br><br>Abstract: This article presents a multilevel emergent theory of organizational segregation linking gender bias in performance assessment (a micro-level phenomenon) to gender segregation in organizations (a macro-level phenomenon). Based on an integration of multilevel research, emergence and signaling theory, we propose the following: (a) gender segregation in organizations is an emergent phenomenon that arises from the collective behavior of individuals who express only a small bias in favor of males, in concert with the signals governing promotion decisions and organizational mobility; (b) the emergence of a gender-segregated organization is often unintentional and the bottom–up and top–down processes that produce segregation are difficult to see; and (c) agent-based modeling is especially well-suited for illuminating the dynamics of bias that produce gender-segregated organizations. This multilevel emergent-based theory contributes to the research literature on organizational stratification by: (a) revealing the manner in which micro-level and macro-level forces conspire, oftentimes unwittingly, to produce gender-segregated organizations; (b) providing new and very different directions for future research on gender segregation that rely on agent-based modeling; and, most importantly, (c) moving a 30-year debate over the “real-world” impact of gender bias that continues to occupy the field of human resource management and, most recently, Supreme Court justices on to more fertile ground.10aManagement1 aMartell, Richard  uhttp://www.journals.elsevier.com/research-in-organizational-behavior/00516nas a2200109   4500008004100000245010400041210006900145260002300214653001500237100002100252856013300273       2012                        eng d00aFrom Self-Advocacy to Self-Leadership: Getting the Help you Need While Building your Social Capital0 aFrom SelfAdvocacy to SelfLeadership Getting the Help you Need Wh  aHonolulu, HIc201210aManagement1 aBaldridge, David  u/biblio/self-advocacy-self-leadership-getting-help-you-need-while-building-your-social-capital-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-001995nas a2200145   4500008004100000245008300041210006900124260000900193490000900202520146600211653001501677100001701692700001901709856012101728       2012                        eng d00aHow Managers' Trust and Control Activities Influence Subordinates' Perceptions0 aHow Managers Trust and Control Activities Influence Subordinates  c20120 v20123 aThis paper refines and extends ideas about control-trust dynamics in two ways. First, we describe a theory of managerial action that outlines how managers integrate their efforts to apply controls and demonstrate their trustworthiness. We observe that managers attempt to promote superior-subordinate cooperation by linking their applications of output controls with demonstrations of their reliability, process controls with demonstrations of their competence, and social controls with demonstrations of their benevolence. Second, we demonstrate how the ways that managers combine efforts to apply controls and demonstrate their trustworthiness differentially influence the trust that subordinates have in their managers and the extent to which subordinates perceive they are controlled by them. When managers couple their efforts to apply output or social controls with efforts to demonstrate their reliability and benevolence respectively, subordinates perceive that their managers are motivated by trustworthy intentions and not by desires to control them. However, when managers couple their efforts to apply process controls with efforts to demonstrate their competence, subordinates’ perceive that their managers are motivated by a desire to control them, and not by trustworthy intentions. The paper concludes with a discussion of how this perspective advances research on organizational control, organizational trust, and trust-control relationships.10aManagement1 aCarroll, Tim1 aLong, Chris, P  u/biblio/how-managers-trust-and-control-activities-influence-subordinates-perceptions01460nas a2200181   4500008004100000245010000041210006900141260000900210300001400219490000600233520090600239653001501145653003201160100001401192700002101206700001801227856003301245       2012                        eng d00aThe impact of family structure on issue selling by successor generation members in family firms0 aimpact of family structure on issue selling by successor generat  c2012  a220–2270 v33 aInput from members of the successor generation to the incumbent leader of the business is important to<br>family firms that desire to grow into multi-generational entities. Although researchers have examined<br>upward influence behavior in general, there is a dearth of studies discussing this phenomenon as it<br>relates to family firms. In this paper, we seek to fill this gap by focusing on issue selling behavior—one of<br>the fundamental ways the successor generation pursues upward influence. Issue selling is defined as a<br>discretionary behavior used to direct top managers’ attention toward important issues. Specifically, by<br>integrating the extant issue selling literature with research on the impact of family structure on family<br>decision-making, we help explain the strength of successor generation members’ intentions to sell issues<br>and their choice of selling strategies.10aManagement10aStrategy & Entrepreneurship1 aLing, Yan1 aBaldridge, David1 aCraig, Justin  uwww.elsevier.com/locate/jfbs00512nas 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-000496nas a2200133   4500008004100000245006700041210006600108260002200174653001500196100001800211700001800229700001900247856009600266       2012                        eng d00aIt Touches Everything: The Role of Religion in Family Business0 aIt Touches Everything The Role of Religion in Family Business  aChicago, ILc201210aManagement1 aPaterson, Ted1 aSpecht, David1 aDuchon, Dennis  u/biblio/it-touches-everything-role-religion-family-business00431nas a2200109   4500008004100000245006000041210005900101260002700160653001500187100002100202856009800223       2012                        eng d00aLinking bias to exclusion using computational modeling.0 aLinking bias to exclusion using computational modeling  aWinnipeg, Canadac201210aManagement1 aMartell, Richard  u/biblio/linking-bias-exclusion-using-computational-modeling-000573nas a2200133   4500008004100000245009500041210006900136260002500205653001500230100002400245700002200269700001700291856013100308       2012                        eng d00aA Meta Analytic Comparison of Self  and Other Reported Organizational Citizenship Behavior0 aMeta Analytic Comparison of Self and Other Reported Organization  aSan Diego, CA.c201210aManagement1 aCarpenter, Nichelle1 aHouston, Lawrence1 aBerry, Chris  u/biblio/meta-analytic-comparison-self-and-other-reported-organizational-citizenship-behavior-000476nas a2200133   4500008004100000245006200041210005600103260002400159653001500183100001800198700001600216700001900232856009100251       2012                        eng d00aThe Meta of All Metas: 30 Years of Meta-Analysis Reviewed0 aMeta of All Metas 30 Years of MetaAnalysis Reviewed  aSan Diego, CAc201210aManagement1 aPaterson, Ted1 aHarms, P, D1 aCredé, Marcus  u/biblio/meta-all-metas-30-years-meta-analysis-reviewed00557nas a2200157   4500008004100000245007200041210006900113260002400182653001500206100001600221700001600237700001200253700001800265700001300283856010300296       2012                        eng d00aPlaying a New Tune: Lessons from Examining Leadership in Orchestras0 aPlaying a New Tune Lessons from Examining Leadership in Orchestr  aSan Diego, CAc201210aManagement1 aKessler, S.1 aCho, Jeewon1 aXia, J.1 aStelluton, G.1 aRopo, A.  u/biblio/playing-new-tune-lessons-examining-leadership-orchestras-000391nas a2200109   4500008004100000245004600041210004500087260002500132653001500157100002100172856008800193       2012                        eng d00aPositive Self-Advocacy and Career Success0 aPositive SelfAdvocacy and Career Success  aProvidence, RIc201210aManagement1 aBaldridge, David  u/biblio/positive-self-advocacy-and-career-success-100668nas 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-000596nas a2200145   4500008004100000245012700041210006900168260000900237300001200246490000700258653001500265100002100280700001700301856013200318       2012                        eng d00aSleight of Hand? Practice Opacity, Third-Party Responses, and the Interorganizational Diffusion of Controversial Practices0 aSleight of Hand Practice Opacity ThirdParty Responses and the In  c2012  a553-5840 v5710aManagement1 aBriscoe, Forrest1 aMurphy, Chad  u/biblio/sleight-hand-practice-opacity-third-party-responses-and-interorganizational-diffusion-000560nas a2200133   4500008004100000245009300041210006900134260002100203653001500224100002200239700001900261700002400280856012200304       2012                        eng d00aSocialized inauthenticity: The Impact of Unit Surface Acting Norms on Individual Surface0 aSocialized inauthenticity The Impact of Unit Surface Acting Norm  aBoston, MAc201210aManagement1 aHouston, Lawrence1 aManeotis, Sari1 aGrandey, Alicia, A.  u/biblio/socialized-inauthenticity-impact-unit-surface-acting-norms-individual-surface00422nas a2200133   4500008004100000245004500041210004500086260000900131653001500140653001700155100001600172700001700188856008300205       2012                        eng d00aSustainability for Operations Management0 aSustainability for Operations Management  c201210aManagement10aSupply Chain1 aWu, Zhaohui1 aPagell, Mark  u/biblio/sustainability-operations-management-000533nas a2200133   4500008004100000245008300041210006900124260002200193653001500215100001600230700001500246700002000261856011800281       2012                        eng d00aTransformational Leadership in Software Testing Teams: A Virtual Team Setting,0 aTransformational Leadership in Software Testing Teams A Virtual   aMemphis, TNc201210aManagement1 aCho, Jeewon1 aPark, Insu1 aLee, Euntae, T.  u/biblio/transformational-leadership-software-testing-teams-virtual-team-setting-000645nas a2200169   4500008004100000245010800041210006900149260000900218300001400227490000700241653001500248653001700263100001900280700001800299700002100317856013700338       2012                        eng d00aWork engagement and work-family facilitation: Making homes happier through positive affective spillover0 aWork engagement and workfamily facilitation Making homes happier  c2012  a1151-11730 v6510aManagement10aOSU-Cascades1 aHowes, Satoris1 aMills, M., J.1 aFullagar, C., J.  u/biblio/work-engagement-and-work-family-facilitation-making-homes-happier-through-positive-affective00611nas a2200133   4500008004100000245014800041210006900189260001700258653001500275100002100290700001600311700001900327856013100346       2012                        eng d00aWorkplace Inclusion of People with Disabilities: Toward Greater Understanding of the Role of Disability Attributes, Social Support and Barriers0 aWorkplace Inclusion of People with Disabilities Toward Greater U  aBostonc201210aManagement1 aBaldridge, David1 aMoore, Mark1 aKonrad, Alison  u/biblio/workplace-inclusion-people-disabilities-toward-greater-understanding-role-disability-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-000630nas a2200157   4500008004100000245008100041210006900122260000900191300008100200490000700281653001500288653001700303100001600320700001700336856011900353       2011                        eng d00aBalancing Priorities: Decision-Making in Sustainable Supply Chain Management0 aBalancing Priorities DecisionMaking in Sustainable Supply Chain   c2011  a577-590, Best Paper Runner up, The Jack Meredith Best Paper Award, JOM 2016.0 v2910aManagement10aSupply Chain1 aWu, Zhaohui1 aPagell, Mark  u/biblio/balancing-priorities-decision-making-sustainable-supply-chain-management-000342nas a2200109   4500008004100000245003400041210003400075260001900109653001500128100001600143856007300159       2011                        eng d00aBehaviors of Effective People0 aBehaviors of Effective People  aBend, ORc201110aManagement1 aCieri, Mike  u/biblio/behaviors-effective-people-000538nas a2200169   4500008004100000245006000041210005700101260000900158300001200167490000700179653001500186653001700201100001800218700001900236700002200255856009100277       2011                        eng d00aAn empirical test of an innovation implementation model0 aempirical test of an innovation implementation model  c2011  a265-2810 v1410aManagement10aOSU-Cascades1 aLeiva, P., I.1 aHowes, Satoris1 aPritchard, R., D.  u/biblio/empirical-test-innovation-implementation-model00585nas a2200169   4500008004100000245007900041210006900120260000900189300001200198490000700210653001500217653001700232100001900249700001800268700001800286856011100304       2011                        eng d00aEnhancing entrepreneurship: The role of goal orientation and self-efficacy0 aEnhancing entrepreneurship The role of goal orientation and self  c2011  a115-1290 v1910aManagement10aOSU-Cascades1 aHowes, Satoris1 aSmith, M., R.1 aLeiva, P., I.  u/biblio/enhancing-entrepreneurship-role-goal-orientation-and-self-efficacy01226nas a2200157   4500008004100000245005500041210005300096260000900149300001200158490000600170520075500176653001500931100001700946700001800963856008700981       2011                        eng d00aA framework of organisations as dynamic structures0 aframework of organisations as dynamic structures  c2011  a230-2460 v33 aThis paper integrates advances in organisational structure research into a broader framework of 'structural action' that depicts organisations as dynamic structures. The purpose of this paper is to highlight the main contributions from various theories and perspectives that have all informed our understanding of the impact of organisational structure on strategic change. We propose that organisational structures, as one mechanism by which strategy is enacted, are moulded purposefully and in different ways. To better understand how organisations are re-designed, the framework recommends particular structural actions depending on the turbulence (both internal and external) and performance (both actual and aspired) aspects of the organisation.10aManagement1 aCarroll, Tim1 aKarim, Samina  u/biblio/framework-organisations-dynamic-structures00578nas a2200157   4500008004100000245009800041210006900139260000900208300001200217490000700229653001500236100001500251700001400266700001600280856012400296       2011                        eng d00aIs the Full-Range Model of Leadership Really a Full-Range Model of Effective Leader Behavior?0 aFullRange Model of Leadership Really a FullRange Model of Effect  c2011  a493-5070 v1810aManagement1 aMichel, J.1 aLyons, B.1 aCho, Jeewon  u/biblio/full-range-model-leadership-really-full-range-model-effective-leader-behavior-000654nas a2200169   4500008004100000245011100041210006900152260000900221300000800230490000700238653001500245100002600260700002100286700002300307700002200330856013200352       2011                        eng d00aGeneral Factor Loadings and Specific Effects of the Differential Ability Scales, Second Edition Composites0 aGeneral Factor Loadings and Specific Effects of the Differential  c2011  a1080 v2610aManagement1 aMaynard, Jennifer, L.1 aFloyd, Randy, G.1 aAcklie, Teresa, J.1 aHouston, Lawrence  u/biblio/general-factor-loadings-and-specific-effects-differential-ability-scales-second-edition00587nas a2200157   4500008004100000245009800041210006900139260000900208300001200217490000700229653001500236100001600251700001300267700001500280856013400295       2011                        eng d00aHow Does Leadership Affect Information Systems Success? A Role of Transformational Leadership0 aHow Does Leadership Affect Information Systems Success A Role of  c2011  a270-2770 v4810aManagement1 aCho, Jeewon1 aPark, I.1 aMichel, J.  u/biblio/how-does-leadership-affect-information-systems-success-role-transformational-leadership-000538nas a2200121   4500008004100000245011200041210006900153260000900222653001700231653001500248100002000263856013300283       2011                        eng d00aIf Japan Signs the Hague Convention on International Child Abduction: Real Change or Political Maneuvering?0 aIf Japan Signs the Hague Convention on International Child Abduc  c201110aBusiness Law10aManagement1 aCosta, Jennifer  u/biblio/if-japan-signs-hague-convention-international-child-abduction-real-change-or-political-000612nas a2200169   4500008004100000245009600041210006900137260000900206300001200215490000600227653001500233653001700248100001900265700001800284700002000302856012000322       2011                        eng d00aImplications of overqualification for work-family conflict: Bringing too much to the table?0 aImplications of overqualification for workfamily conflict Bringi  c2011  a252-2550 v410aManagement10aOSU-Cascades1 aHowes, Satoris1 aMills, M., J.1 aHuffman, A., H.  u/biblio/implications-overqualification-work-family-conflict-bringing-too-much-table00504nas a2200133   4500008004100000245007200041210006600113260002200179653001500201100001600216700001800232700001700250856010300267       2011                        eng d00aIs it Normal to Lead? Personality, Prototypes, and Leader Emergence0 ait Normal to Lead Personality Prototypes and Leader Emergence  aChicago, ILc201110aManagement1 aHarms, P, D1 aPaterson, Ted1 aWood, Dustin  u/biblio/it-normal-lead-personality-prototypes-and-leader-emergence00566nas a2200121   4500008004100000245013100041210006900172260002600241653001500267100001600282700001300298856013300311       2011                        eng d00aA Multi-Level Study of Charismatic Leadership, Identification, and Organizational Citizenship Behaviors: A Multifocal Approach0 aMultiLevel Study of Charismatic Leadership Identification and Or  aSan Antonio, TXc201110aManagement1 aCho, Jeewon1 aPark, I.  u/biblio/multi-level-study-charismatic-leadership-identification-and-organizational-citizenship-000577nas a2200157   4500008004100000245009400041210006900135260000900204300001000213490000700223653001500230653001700245100001900262700001800281856012000299       2011                        eng d00aNegative implications for the inclusion of citizenship performance in performance ratings0 aNegative implications for the inclusion of citizenship performan  c2011  a23-280 v1410aManagement10aOSU-Cascades1 aHowes, Satoris1 aMills, M., J.  u/biblio/negative-implications-inclusion-citizenship-performance-performance-ratings00653nas a2200145   4500008004100000245018700041210006900228260000900297300001200306490000700318653001500325100001600340700001700356856013400373       2011                        eng d00aOrganizational Identification and Perceived Organizational Support as Mediators of the Procedural Justice-Citizenship Behavior Relationship: A Cross-Cultural Constructive Replication0 aOrganizational Identification and Perceived Organizational Suppo  c2011  a631-6530 v2010aManagement1 aCho, Jeewon1 aTreadway, D.  u/biblio/organizational-identification-and-perceived-organizational-support-mediators-procedural-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-000393nas a2200109   4500008004100000245004600041210004500087260002700132653001500159100002100174856008800195       2011                        eng d00aPositive Self-Advocacy and Career Success0 aPositive SelfAdvocacy and Career Success  aIndianapolis, INc201110aManagement1 aBaldridge, David  u/biblio/positive-self-advocacy-and-career-success-200591nas a2200145   4500008004100000245010600041210006900147260001700216653001500233100001400248700001600262700001300278700002100291856013300312       2011                        eng d00aSocial context and the psychology of emotional intelligence: A key to creating positive organizations0 aSocial context and the psychology of emotional intelligence A ke  aOxfordc201110aManagement1 aYbarra, O1 aRees, Laura1 aKross, E1 aSanchez-Burks, J  u/biblio/social-context-and-psychology-emotional-intelligence-key-creating-positive-organizations00680nas a2200181   4500008004100000245011300041210006900154260000900223300001000232490000600242653002100248653001500269653003200284100001800316700001800334700001700352856012900369       2011                        eng d00aA study of Schumpterian (radical) vs. Kirznerian (incremental) innovations in knowledge intensive industries0 astudy of Schumpterian radical vs Kirznerian incremental innovati  c2011  a28-410 v710aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aCromer, Cory  u/biblio/study-schumpterian-radical-vs-kirznerian-incremental-innovations-knowledge-intensive00526nas a2200121   4500008004100000245009600041210006900137260002600206653001500232100001800247700001500265856012400280       2011                        eng d00aTaking Management Research to (and Between) the Next Level: A Meso-Paradigm Research Agenda0 aTaking Management Research to and Between the Next Level A MesoP  aSan Antonio, TXc201110aManagement1 aPaterson, Ted1 aBass, Erin  u/biblio/taking-management-research-and-between-next-level-meso-paradigm-research-agenda00396nas a2200145   4500008004100000245001300041210001300054260002400067653001500091653003200106100001800138700002000156700001800176856005600194       2011                        eng d00aUntitled0 aUntitled  aSicily, Italyc201110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aNeubaum, Donald1 aCraig, Justin  u/biblio/untitled-1700518nas 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-000561nas a2200157   4500008004100000245007900041210006900120260000900189300001200198490000600210653001500216653001700231100001800248700001900266856011800285       2011                        eng d00aWhy performance management will remain broken: Authoritarian communication0 aWhy performance management will remain broken Authoritarian comm  c2011  a179-1810 v410aManagement10aOSU-Cascades1 aJones, R., G.1 aHowes, Satoris  u/biblio/why-performance-management-will-remain-broken-authoritarian-communication00573nas a2200121   4500008004100000245012300041210006900164260002600233653001500259100002100274700001900295856013700314       2011                        eng d00aWork Context and People with Disabilities Expectations Regarding Compliance with Requests for Disability Accommodation0 aWork Context and People with Disabilities Expectations Regarding  aSan Antonio, TXc201110aManagement1 aBaldridge, David1 aSwift, Michele  u/biblio/work-context-and-people-disabilities-expectations-regarding-compliance-requests-disability-000635nas a2200169   4500008004100000245010400041210006900145260000900214300001200223490000600235653001500241653001700256100002000273700002000293700001900313856013300332       2011                        eng d00aWork-family research has a public relations problem: Moving from organizational nicety to necessity0 aWorkfamily research has a public relations problem Moving from o  c2011  a410-4130 v410aManagement10aOSU-Cascades1 aHuffman, A., H.1 aSanders, A., M.1 aHowes, Satoris  u/biblio/work-family-research-has-public-relations-problem-moving-organizational-nicety-necessity00505nas 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-000620nas a2200145   4500008004100000245015300041210006900194260000900263300001200272490000700284653001500291100001600306700001800322856013400340       2010                        eng d00aAre Transformational Leaders Fair? A Multi-Level Study of Transformational Leadership, Justice Perceptions, and Organizational Citizenship Behaviors0 aAre Transformational Leaders Fair A MultiLevel Study of Transfor  c2010  a409-4210 v2110aManagement1 aCho, Jeewon1 aDansereau, F.  u/biblio/are-transformational-leaders-fair-multi-level-study-transformational-leadership-justice-100600nas 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-100374nas a2200109   4500008004100000245004100041210004100082260002600123653001500149100001900164856008100183       2010                        eng d00aCreating a Knowledge Sharing Culture0 aCreating a Knowledge Sharing Culture  aBakersfield, CAc201010aManagement1 aSwift, Michele  u/biblio/creating-knowledge-sharing-culture-000565nas a2200181   4500008004100000245008500041210006900126260000900195300001800204490000700222653001500229653001700244100002100261700001900282700001800301700002100319856004300340       2010                        eng d00aEngaging the engagers: Implications for the improvement of extension work design0 aEngaging the engagers Implications for the improvement of extens  c2010  aArticle 3FEA50 v4310aManagement10aOSU-Cascades1 aWeyrauch, W., S.1 aHowes, Satoris1 aMills, M., J.1 aFullagar, C., J.  uhttp://www.joe.org/joe/2010june/a5.php00709nas 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-000625nas a2200169   4500008004100000245009600041210006900137260000900206300001200215490000700227653001500234653001700249100001900266700002100285700001800306856013100324       2010                        eng d00aFeeling good and doing great: The relationship between psychological capital and well-being0 aFeeling good and doing great The relationship between psychologi  c2010  a421-4330 v1510aManagement10aOSU-Cascades1 aHowes, Satoris1 aFullagar, C., J.1 aMills, M., J.  u/biblio/feeling-good-and-doing-great-relationship-between-psychological-capital-and-well-being00622nas a2200145   4500008004100000245011100041210006900152260002200221653001500243100001700258700002200275700002300297700002200320856013400342       2010                        eng d00aGeneral Factor Loadings and Specific Effects of the Differential Ability Scales, Second Edition Composites0 aGeneral Factor Loadings and Specific Effects of the Differential  aChicago, ILc201010aManagement1 aFloyd, Randy1 aMaynard, Jennifer1 aMcGaughey, Theresa1 aHouston, Lawrence  u/biblio/general-factor-loadings-and-specific-effects-differential-ability-scales-second-edition-001012nas a2200169   4500008004100000245006000041210006000101260000900161300001200170490000700182520048200189653001500671100001900686700002200705700002000727856009500747       2010                        eng d00aGoal Orientations and the Motivation to Share Knowledge0 aGoal Orientations and the Motivation to Share Knowledge  c2010  a378-3930 v143 aDrawing from research on achievement motivation and social exchange, a model is developed highlighting how goal orientations provide a framework for individuals’ knowledge sharing by shaping how they cognitively value the costs and benefits associated with sharing their knowledge. We argue each of the goal orientations are associated with preferences for sharing specific types of knowledge and a focus on different aspects of the knowledge provider-recipient relationship.10aManagement1 aSwift, Michele1 aBalkin, David, B.1 aMatusik, Sharon  u/biblio/goal-orientations-and-motivation-share-knowledge-000538nas a2200121   4500008004100000245010800041210006900149260002200218653001500240100001600255700001600271856012900287       2010                        eng d00aThe Impact of Multi-Level Identification on Organizational Citizenship Behavior and Turnover Intentions0 aImpact of MultiLevel Identification on Organizational Citizenshi  aAtlanta, GAc201010aManagement1 aCho, Jeewon1 aKessler, S.  u/biblio/impact-multi-level-identification-organizational-citizenship-behavior-and-turnover-000554nas a2200133   4500008004100000245010100041210006900142260002400211653001500235100001300250700001600263700001300279856012800292       2010                        eng d00aAn Investigation of A Satisfaction Formation Process in Online Shopping: An Alternative Approach0 aInvestigation of A Satisfaction Formation Process in Online Shop  aSt. Louis, MOc201010aManagement1 aPark, I.1 aCho, Jeewon1 aRao, H.R  u/biblio/investigation-satisfaction-formation-process-online-shopping-alternative-approach-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-000587nas a2200145   4500008004100000245008500041210006900126260003200195653001500227653003200242100001800274700001800292700002000310856011100330       2010                        eng d00aOvercoming the Liability of Theoretical Newness: The Case for Stewardship Theory0 aOvercoming the Liability of Theoretical Newness The Case for Ste  aLausanne, Switzerlandc201010aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aNeubaum, Donald  u/biblio/overcoming-liability-theoretical-newness-case-stewardship-theory-001290nas a2200157   4500008004100000245006400041210006200105260000900167300001200176490000700188520078700195653001500982100001700997700001801014856010001032       2010                        eng d00aProject Management in Real Time: A Service-Learning Project0 aProject Management in Real Time A ServiceLearning Project  c2010  a551-5730 v343 aThis article describes a service-learning assignment for a project management course. It is designed to facilitate hands-on student learning of both the technical and the interpersonal aspects of project management, and it involves student engagement with real customers and real stakeholders in the creation of real events with real outcomes. As such, it helps students internalize project management principles and value project management tools. Student teams design and implement plans for events intended to result in significant contributions in support of various charitable organizations. They create the planning and execution documents required of project management teams. The article describes the assignment and its results and discusses some cautions and alternatives.10aManagement1 aLarson, Erik1 aDrexler, John  u/biblio/project-management-real-time-service-learning-project-000617nas a2200181   4500008004100000245007500041210006900116260000900185300001200194490000600206653001500212653001700227100001900244700002200263700002000285700001900305856011100324       2010                        eng d00aQuestionable defeats and discounted victories for Likert rating scales0 aQuestionable defeats and discounted victories for Likert rating   c2010  a477-4800 v310aManagement10aOSU-Cascades1 aWaples, C., J.1 aWeyhrauch, W., S.1 aConnell, A., R.1 aHowes, Satoris  u/biblio/questionable-defeats-and-discounted-victories-likert-rating-scales01420nas 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/01243nas a2200181   4500008004100000245009200041210006900133260000900202300001000211490000700221520062300228653001500851653001700866100001700883700001600900700001800916856012700934       2010                        eng d00aThinking Differently About Purchasing Portfolios: An Assessment of Sustainable Sourcing0 aThinking Differently About Purchasing Portfolios An Assessment o  c2010  a57-730 v463 aPurchasing portfolios are a well accepted part of the supply chain literature. Yet during a recent data collection effort we observed that a number of leaders in sustainable supply chain management were not organizing their purchasing portfolios in the manner suggested by Kraljic (1983). Specifically, we found evidence of organizations buying what would traditionally be leveraged commodities in a manner more suited to strategic suppliers. This manuscript describes the observed phenomena and then uses theory to try and explain our observations. The end result is a modified sustainable purchasing portfolio model.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui1 aWasserman, M.  u/biblio/thinking-differently-about-purchasing-portfolios-assessment-sustainable-sourcing-000597nas a2200145   4500008004100000245009300041210006900134260002500203653001500228653003200243100001400275700002100289700001800310856012300328       2010                        eng d00aToward An Understanding Of Issue Selling By Successor Generation Members In Family Firms0 aToward An Understanding Of Issue Selling By Successor Generation  aCancun, Mexicoc201010aManagement10aStrategy & Entrepreneurship1 aLing, Yan1 aBaldridge, David1 aCraig, Justin  u/biblio/toward-understanding-issue-selling-successor-generation-members-family-firms-000579nas a2200121   4500008004100000245013600041210006900177260001900246653001500265100002100280700001900301856013700320       2010                        eng d00aToward Greater Understanding Of The Impact Of Receiving Accommodation On A Disabled Employee’s Team-Member Exchange Relationships0 aToward Greater Understanding Of The Impact Of Receiving Accommod  aMontrealc201010aManagement1 aBaldridge, David1 aSwift, Michele  u/biblio/toward-greater-understanding-impact-receiving-accommodation-disabled-employees-team-member-000435nas a2200109   4500008004100000245006900041210006900110260000900179653001500188100001900203856010300222       2010                        eng d00aUse of Supply Chain Relationships to Recycle Secondary Materials0 aUse of Supply Chain Relationships to Recycle Secondary Materials  c201010aManagement1 aSimpson, Dayna  u/biblio/use-supply-chain-relationships-recycle-secondary-materials00605nas 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-000547nas a2200121   4500008004100000245011100041210006900152260002000221653001500241100002100256700001900277856012900296       2010                        eng d00aWithholding Requests For Disability Accommodation:  The Influence Of Individual And Situational Attributes0 aWithholding Requests For Disability Accommodation The Influence   aSan Diegoc201010aManagement1 aBaldridge, David1 aSwift, Michele  u/biblio/withholding-requests-disability-accommodation-influence-individual-and-situational-100665nas a2200145   4500008004100000245014300041210006900184260002700253653001500280653003200295100002000327700001800347700001800365856013600383       2009                        eng d00aAddressing Natural Environmental Concerns from Within: Investigating the Role of Internal Stakeholders in Family and Non-Family Businesses0 aAddressing Natural Environmental Concerns from Within Investigat  aWinnipeg, Canadac200910aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/addressing-natural-environmental-concerns-within-investigating-role-internal-stakeholders-101410nas a2200169   4500008004100000245011100041210006900152260000900221300008800230490000700318520071500325653001501040653001701055100001701072700001601089856013501105       2009                        eng d00aBuilding a More Complete Theory of Sustainable Supply Chain Management Using Case Studies of Ten Exemplars0 aBuilding a More Complete Theory of Sustainable Supply Chain Mana  c2009  a37-56 JSCM Best Paper of the Year; Citation of Excellence Awards for 2013 (Emerald)0 v453 aCase studies of 10 exemplar firms are used to build a coherent and testable model of the elements necessary to create a sustainable supply chain. The cases build on previous research by examining the chain as an entirety, by explicitly examining both the social and environmental outcomes of the chain's activities, and by explicitly asking what these exemplar organizations are doing that is unique in regards to managing their supply chains in a sustainable manner. The analysis suggests that the practices that lead to a more sustainable supply chain are equal parts best practices in traditional supply chain management and new behaviors, some of which run counter to existing accepted “best” practice.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui  u/biblio/building-more-complete-theory-sustainable-supply-chain-management-using-case-studies-ten-001896nas a2200205   4500008004100000245014600041210006900187260000900256300000900265490000600274520113300280653001501413653003201428100002001460700001701480700001801497700002201515700001701537856013601554       2009                        eng d00aBusiness Education and Its Relationship to Student Personal Moral Philosophies and Attitudes Toward Profits: An Empirical Response to Critics0 aBusiness Education and Its Relationship to Student Personal Mora  c2009  a9-240 v83 aCritics of business education (e.g., Ghoshal, 2005; Mitroff, 2004) place much of the blame for recent ethical scandals on the lack of moral development of managers and the amoral, "profits-first" theoretical underpinnings of business education. To empirically test these claims, we surveyed 1,080 business and nonbusiness students from a major research university. The results suggest that neither the personal moral philosophies of business and nonbusiness students, nor the personal moral philosophies of business freshmen and business seniors differed significantly. Based on our results, we found no evidence to support the claims of critics who suggest business education is associated with negative personal moral philosophies of students. Further, the attitudes of business freshmen and business seniors concerning profit and sustainability differed significantly, yet in the direction opposite the one Ghoshal (2005) and others would have predicted. Thus, blaming the rash of ethical scandals on the amoral and "profits-first" theoretical underpinnings of business school training might be too simplistic of an approach.10aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aPagell, Mark1 aDrexler, John1 aRyan, Fran, McKee1 aLarson, Erik  u/biblio/business-education-and-its-relationship-student-personal-moral-philosophies-and-attitudes-000656nas a2200181   4500008004100000245010200041210006900143260000900212300001200221490000700233653001500240653001700255100002000272700001400292700001800306700001900324856013100343       2009                        eng d00aChanges in newcomer job satisfaction over time: Examining the pattern of honeymoons and hangovers0 aChanges in newcomer job satisfaction over time Examining the pat  c2009  a844-8580 v9410aManagement10aOSU-Cascades1 aBoswell, W., R.1 aShipp, A.1 aPayne, S., C.1 aHowes, Satoris  u/biblio/changes-newcomer-job-satisfaction-over-time-examining-pattern-honeymoons-and-hangovers00574nas a2200121   4500008004100000245013900041210006900180260002400249653001500273100001600288700001200304856013600316       2009                        eng d00aThe Effect of Perceived Organizational Support on Affective Organizational Commitment through Trust in Organizations in Service Sector0 aEffect of Perceived Organizational Support on Affective Organiza  aLas Vegas, NVc200910aManagement1 aCho, Jeewon1 aKim, S.  u/biblio/effect-perceived-organizational-support-affective-organizational-commitment-through-trust-000484nas a2200133   4500008004100000245010400041210006900145260000900214300001200223490000600235653001500241100002900256856006500285       2009                        eng d00aEvaluating knowledge sharing in research: the International Farmers' Conference organized at ICARDA0 aEvaluating knowledge sharing in research the International Farme  c2009  a108-1260 v510aManagement1 aPape-Christensen, Andrea  uhttp://www.tandfonline.com/doi/abs/10.1080/1947419090338766600490nas a2200121   4500008004100000245008200041210006900123260000900192653001500201100001800216700001700234856011700251       2009                        eng d00aFund Raisers as vehicles for teaching project management principles and tools0 aFund Raisers as vehicles for teaching project management princip  c200910aManagement1 aDrexler, John1 aLarson, Erik  u/biblio/fund-raisers-vehicles-teaching-project-management-principles-and-tools-001616nas a2200169   4500008004100000245010700041210006900148260000900217300001200226490000700238520098700245653001501232653003201247100001701279700001701296856013301313       2009                        eng d00aHow Plant Managers' Experiences and Attitudes towards Sustainability Relate to Operational Performance0 aHow Plant Managers Experiences and Attitudes towards Sustainabil  c2009  a278-2990 v183 aManagers are increasingly faced with pressure to think not just about profits, but also about their organization's environmental and social performance. This research provides a first examination of operational managers' experiences with and attitudes about employee well-being and environmental issues, how these factors impact employee well-being and environmental performance, and how the three performance measures interrelate. We use violations of Occupational Safety and Health Administration regulations and Toxic Release Inventory reports of emissions as proxies for employee well-being and environmental performance. Our findings suggest that operational managers do not (yet) think in sustainability terms. However, employee well-being and environmental performance do interact in a significant way with operational performance. Hence, operational managers would benefit from a more complete understanding of the relationships among the elements of the triple bottom line.10aManagement10aStrategy & Entrepreneurship1 aPagell, Mark1 aGobeli, Dave  u/biblio/how-plant-managers-experiences-and-attitudes-towards-sustainability-relate-operational-000621nas a2200181   4500008004100000245008700041210006900128260000900197300001000206490000700216653001500223653001700238100002200255700001900277700001300296700001500309856011500324       2009                        eng d00aImproving performance in a Swedish police traffic unit: Results of an intervention0 aImproving performance in a Swedish police traffic unit Results o  c2009  a85-970 v3710aManagement10aOSU-Cascades1 aPritchard, R., D.1 aHowes, Satoris1 aMalm, K.1 aAgrell, A.  u/biblio/improving-performance-swedish-police-traffic-unit-results-intervention00670nas a2200169   4500008004100000245013400041210006900175260000900244300001000253490000800263653001500271653001700286100001900303700002000322700002300342856013500365       2009                        eng d00aLeader-member exchange and work-family interactions: The mediating role of self-reported challenge- and hindrance- related stress0 aLeadermember exchange and workfamily interactions The mediating   c2009  a15-360 v14410aManagement10aOSU-Cascades1 aHowes, Satoris1 aHuffman, A., H.1 aAlden-Anderson, R.  u/biblio/leader-member-exchange-and-work-family-interactions-mediating-role-self-reported-challenge00589nas a2200133   4500008004100000245010800041210006900149260002200218653001500240100001900255700002300274700002100297856013700318       2009                        eng d00aNon participation as a driver of institutional change in corporate social and environmental performance0 aNon participation as a driver of institutional change in corpora  aChicago, ILc200910aManagement1 aSimpson, Dayna1 aKlassen, Robert, D1 aPower, Damien, J  u/biblio/non-participation-driver-institutional-change-corporate-social-and-environmental-performance00529nas a2200133   4500008004100000245008300041210006900124260000900193653001500202100001700217700003000234700001700264856011400281       2009                        eng d00aOrganizational Adaptation, Continuous Change, and the Positive Role of Inertia0 aOrganizational Adaptation Continuous Change and the Positive Rol  c200910aManagement1 aCarroll, Tim1 aHakonsson, Dorthe, Dojbak1 aKlaas, Peter  u/biblio/organizational-adaptation-continuous-change-and-positive-role-inertia00607nas a2200157   4500008004100000245009800041210006900139260002200208653001500230100001700245700001600262700001600278700001300294700001300307856012900320       2009                        eng d00aPerformance is Not Enough: Political Skill in the Longitudinal Performance-Power Relationship0 aPerformance is Not Enough Political Skill in the Longitudinal Pe  aChicago, ILc200910aManagement1 aTreadway, D.1 aBreland, J.1 aCho, Jeewon1 aDuke, A.1 aYang, J.  u/biblio/performance-not-enough-political-skill-longitudinal-performance-power-relationship-001204nas a2200157   4500008004100000245004600041210004600087260000900133300001000142490000600152520075600158653001500914100001700929700001400946856008600960       2009                        eng d00aPredicting Organizational Reconfiguration0 aPredicting Organizational Reconfiguration  c2009  a79-970 v83 aThis chapter addresses the issue of structural change within for-profit organizations, both as adaptation to changing markets and as purposeful experimentation to search for new opportunities, and builds upon the “reconfiguration” construct. In the areas of strategy, evolutionary economics, and organization theory, there are conflicting theories that either predict structural change or discuss obstacles to change. Our aim is to highlight relevant theoretical rationales for why and when organizations would, or would not, be expected to undertake structural reconfiguration. We conclude with remarks on how these literatures, together, inform our understanding of reconfiguration and organization design and provide insights for practitioners.10aManagement1 aCarroll, Tim1 aKarim, S.  u/biblio/predicting-organizational-reconfiguration00518nas a2200121   4500008004100000245009000041210006900131260002400200653001500224100001600239700001200255856012900267       2009                        eng d00aProcedural Justice and Organizational Citizenship Behaviors: A Social Identity Motive0 aProcedural Justice and Organizational Citizenship Behaviors A So  aLas Vegas, NVc200910aManagement1 aCho, Jeewon1 aKim, S.  u/biblio/procedural-justice-and-organizational-citizenship-behaviors-social-identity-motive-000540nas a2200121   4500008004100000245010400041210006900145260002200214653001500236100001900251700001600270856013200286       2009                        eng d00aThe Role of Identification, Rewards, and Knowledge Types in a Dual Exchange Knowledge Sharing Model0 aRole of Identification Rewards and Knowledge Types in a Dual Exc  aChicago, ILc200910aManagement1 aSwift, Michele1 aParis, Lori  u/biblio/role-identification-rewards-and-knowledge-types-dual-exchange-knowledge-sharing-model-000635nas a2200181   4500008004100000245009100041210006900132260000900201300001000210490000600220653001500226653001700241100001900258700001800277700002000295700002100315856011700336       2009                        eng d00aThe role of personality and goal orientation in student preferences for job attributes0 arole of personality and goal orientation in student preferences   c2009  a39-490 v810aManagement10aOSU-Cascades1 aHowes, Satoris1 aLeiva, P., I.1 aHenning, J., B.1 aPost-Priller, S.  u/biblio/role-personality-and-goal-orientation-student-preferences-job-attributes00542nas a2200133   4500008004100000245008000041210006900121260002200190653001500212100001900227700002000246700002100266856012100287       2009                        eng d00aUnderstanding when Knowledge Sharing Benefits Knowledge Sources' Creativity0 aUnderstanding when Knowledge Sharing Benefits Knowledge Sources   aChicago, ILc200910aManagement1 aSwift, Michele1 aMatusik, Sharon1 aGeorge, Jennifer  u/biblio/understanding-when-knowledge-sharing-benefits-knowledge-sources-creativity-000590nas a2200121   4500008004100000245015300041210006900194260002200263653001500285100001600300700001800316856013400334       2008                        eng d00aAre Transformational Leaders Fair? A Multi-Level Study of Transformational Leadership, Justice Perceptions, and Organizational Citizenship Behaviors0 aAre Transformational Leaders Fair A MultiLevel Study of Transfor  aAnaheim, CAc200810aManagement1 aCho, Jeewon1 aDansereau, F.  u/biblio/are-transformational-leaders-fair-multi-level-study-transformational-leadership-justice-200556nas 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-200698nas a2200193   4500008004100000245009700041210006900138260000900207300001400216490000700230653001500237653003200252100001800284700001800302700002000320700001800340700001800358856012800376       2008                        eng d00aCulture of Family Commitment and Strategic Flexibility: The Moderating Effect of Stewardship0 aCulture of Family Commitment and Strategic Flexibility The Moder  c2008  a1035-10540 v3210aManagement10aStrategy & Entrepreneurship1 aZahra, Shaker1 aHayton, James1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/culture-family-commitment-and-strategic-flexibility-moderating-effect-stewardship-000491nas a2200109   4500008004100000245008500041210006900126260003300195653001500228100001900243856011900262       2008                        eng d00aDefining multiple strategies of green supply chain: a resource based perspective0 aDefining multiple strategies of green supply chain a resource ba  aGroningen, Netherlandsc200810aManagement1 aSimpson, Dayna  u/biblio/defining-multiple-strategies-green-supply-chain-resource-based-perspective00455nas a2200133   4500008004100000245006000041210006000101260000900161490000700170653001500177100001900192700001400211856009600225       2008                        eng d00aDeveloping strategies for green supply chain management0 aDeveloping strategies for green supply chain management  c20080 v3910aManagement1 aSimpson, Dayna1 aSamson, D  u/biblio/developing-strategies-green-supply-chain-management00549nas a2200145   4500008004100000245006500041210006400106260002600170653001500196653003200211100002100243700001800264700002000282856010100302       2008                        eng d00aDisabled Enterpreneurs: A Model of Entrepreneurial Intention0 aDisabled Enterpreneurs A Model of Entrepreneurial Intention  aChapel Hill, NCc200810aManagement10aStrategy & Entrepreneurship1 aBaldridge, David1 aDibrell, Clay1 aNeubaum, Donald  u/biblio/disabled-enterpreneurs-model-entrepreneurial-intention-000562nas a2200121   4500008004100000245012200041210006900163260002400232653001500256100001600271700001600287856013700303       2008                        eng d00aEmployees’ Distributive Justice Perceptions and Organizational Citizenship Behaviors: A Social Exchange Perspective0 aEmployees Distributive Justice Perceptions and Organizational Ci  aLas Vegas, NVc200810aManagement1 aCho, Jeewon1 aKessler, S.  u/biblio/employees-distributive-justice-perceptions-and-organizational-citizenship-behaviors-social-000489nas a2200145   4500008004100000245006000041210005700101260002400158653001500182100001300197700001900210700001600229700001200245856008600257       2008                        eng d00aAn Examination of the Antecedents of Motivation to Lead0 aExamination of the Antecedents of Motivation to Lead  aLas Vegas, NVc200810aManagement1 aKess, S.1 aRadosevich, D.1 aCho, Jeewon1 aKim, S.  u/biblio/examination-antecedents-motivation-lead-000510nas a2200109   4500008004100000245010100041210006900142260002200211653001500233100001900248856013300267       2008                        eng d00aAn Examination of the Relationship Between High Performance Work Practices and Knowledge Sharing0 aExamination of the Relationship Between High Performance Work Pr  aAnaheim, CAc200810aManagement1 aSwift, Michele  u/biblio/examination-relationship-between-high-performance-work-practices-and-knowledge-sharing-000606nas a2200169   4500008004100000245008500041210006900126260000900195300001200204490000700216653001500223653001700238100002000255700001900275700001900294856012300313       2008                        eng d00aFamily-friendly environments and U.S. Army soldier performance and work outcomes0 aFamilyfriendly environments and US Army soldier performance and   c2008  a253-2700 v2010aManagement10aOSU-Cascades1 aHuffman, A., H.1 aHowes, Satoris1 aCastro, C., A.  u/biblio/family-friendly-environments-and-us-army-soldier-performance-and-work-outcomes00692nas a2200169   4500008004100000245014600041210006900187260000900256300001200265490000700277653001500284653003200299100001800331700001800349700001800367856013700385       2008                        eng d00aFounding family influence and the moderating effects of product market competition on firm performance: Implications for corporate governance0 aFounding family influence and the moderating effects of product   c2008  a335-3440 v2010aManagement10aStrategy & Entrepreneurship1 aRandoy, Trond1 aDibrell, Clay1 aCraig, Justin  u/biblio/founding-family-influence-and-moderating-effects-product-market-competition-firm-performance00628nas a2200145   4500008004100000245011100041210006900152260002600221653001500247653003200262100001800294700001800312700002100330856013100351       2008                        eng d00aThe Impact of Firm Natural Environment Policy on the Market Orientation to Innovation Relationship in SMEs0 aImpact of Firm Natural Environment Policy on the Market Orientat  aChapel Hill, NCc200810aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aHansen, Eric, N.  u/biblio/impact-firm-natural-environment-policy-market-orientation-innovation-relationship-smes00609nas a2200181   4500008004100000245007400041210006900115260000900184300001200193490000700205653001500212653001700227100002000244700001900264700001800283700001900301856010700320       2008                        eng d00aThe importance of construct breadth when examining interrole conflict0 aimportance of construct breadth when examining interrole conflic  c2008  a515-5300 v6810aManagement10aOSU-Cascades1 aHuffman, A., H.1 aHowes, Satoris1 aPayne, S., C.1 aCastro, C., A.  u/biblio/importance-construct-breadth-when-examining-interrole-conflict00586nas a2200145   4500008004100000245009200041210006900133260000900202653001500211653003200226100001800258700001800276700001800294856012800312       2008                        eng d00aLeveraging family-based brand identity to enhance firm competitiveness and performance.0 aLeveraging familybased brand identity to enhance firm competitiv  c200810aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aDibrell, Clay1 aDavis, P., S.  u/biblio/leveraging-family-based-brand-identity-enhance-firm-competitiveness-and-performance00531nas a2200121   4500008004100000245009800041210006900139260002200208653001500230100001900245700001900264856012600283       2008                        eng d00aLooking Beyond the Knowledge Source-Recipient Relationship in the Transfer of Tacit Knowledge0 aLooking Beyond the Knowledge SourceRecipient Relationship in the  aAnaheim, CAc200810aManagement1 aSwift, Michele1 aVirick, Meghna  u/biblio/looking-beyond-knowledge-source-recipient-relationship-transfer-tacit-knowledge-000607nas a2200145   4500008004100000245009600041210006900137260000900206300001000215490000700225520011100232653001500343100001700358856008600375       2008                        eng d00aMark E. Nissen: Harnessing Knowledge Dynamics: Principled Organizational Knowing & Learning0 aMark E Nissen Harnessing Knowledge Dynamics Principled Organizat  c2008  a52-550 v143 aHarnessing Knowledge Dynamics: Principled Organizational Knowing & Learning by Mark E. Nissen is reviewed.10aManagement1 aCarroll, Tim  uhttps://www.proquest.com/docview/201657890?pq-origsite=gscholar&fromopenview=true00462nas a2200109   4500008004100000245007400041210006900115260002700184653001500211100001700226856010900243       2008                        eng d00aMatching Media to Message: When and When Not to Use Distance Learning0 aMatching Media to Message When and When Not to Use Distance Lear  aSao Paulo Brasilc200810aManagement1 aMorris, John  u/biblio/matching-media-message-when-and-when-not-use-distance-learning-001759nas a2200181   4500008004100000245009000041210006900131260002700200300001400227490001200241520110000253653001501353653003201368100002101400700001801421700002001439856011801459       2008                        eng d00aA Model Of Entrepreneurial Intentions Within The Persons With Disabilities Population0 aModel Of Entrepreneurial Intentions Within The Persons With Disa  aChapel Hill, NC.c2008  aArticle 40 vVol. 283 aWhile self-employment presents many challenges, an entrepreneurial path for a person with a<br>disability can mean the difference between unemployment or severe underemployment and a truly<br>exceptional and prosperous career. Recent research highlights the importance of entrepreneurial<br>intentions (i.e., the interest of a person in starting, acquiring or buying a business) as a precursor<br>to entrepreneurial behavior (Zhao et al., 2005). Further, entrepreneurial self-efficacy (Zhao et al.,<br>2005), defined as the level of confidence individuals have to identify new opportunities, create<br>products, think creatively, or commercialize an idea, is positively associated with entrepreneurial<br>intention. In reviewing the literature on people with disabilities, however, we find reason to believe<br>that this model does not fully explain the entrepreneurial activities of persons with disabilities.<br>Thus, we integrate the literatures on entrepreneurship and people with disabilities to propose a<br>refined model. A few of the propositions offered by our model are included below.10aManagement10aStrategy & Entrepreneurship1 aBaldridge, David1 aDibrell, Clay1 aNeubaum, Donald  u/biblio/model-entrepreneurial-intentions-within-persons-disabilities-population-000599nas a2200145   4500008004100000245010100041210006900142260000900211653001500220653003200235100001800267700002100285700002000306856012700326       2008                        eng d00aA Model Of The Impact Of Disability Attributes On Career Utility And Entrepreneurial Intentions.0 aModel Of The Impact Of Disability Attributes On Career Utility A  c200810aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aBaldridge, David1 aNeubaum, Donald  u/biblio/model-impact-disability-attributes-career-utility-and-entrepreneurial-intentions-000601nas a2200121   4500008004100000245014700041210006900188260003400257653001500291100001900306700001600325856013800341       2008                        eng d00aA multidimensional examination of the motivation to engage in knowledge sharing: integrating identification theory with social exchange theory0 amultidimensional examination of the motivation to engage in know  aSt. Petersburg, Floridac200810aManagement1 aSwift, Michele1 aParis, Lori  u/biblio/multidimensional-examination-motivation-engage-knowledge-sharing-integrating-identification-100688nas a2200181   4500008004100000245012200041210006900163260000900232300001200241490000700253653001500260653001700275100001800292700001900310700002000329700001900349856013800368       2008                        eng d00aNewcomer psychological contracts and employee socialization activities: Does perceived balance in obligations matter?0 aNewcomer psychological contracts and employee socialization acti  c2008  a465-4720 v7310aManagement10aOSU-Cascades1 aPayne, S., C.1 aHowes, Satoris1 aBoswell, W., R.1 aBarger, E., J.  u/biblio/newcomer-psychological-contracts-and-employee-socialization-activities-does-perceived-balance00618nas a2200145   4500008004100000245010400041210006900145260002200214653001500236653003200251100001800283700001800301700002000319856013300339       2008                        eng d00aStrategic Planning And Flexibility As Governance Control Mechanisms In Family And Non-Family Firms.0 aStrategic Planning And Flexibility As Governance Control Mechani  aAnaheim, CAc200810aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aNeubaum, Donald  u/biblio/strategic-planning-and-flexibility-governance-control-mechanisms-family-and-non-family-000525nas 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-200561nas a2200145   4500008004100000245007600041210006900117260002200186653001500208653003200223100001400255700002100269700001800290856010700308       2008                        eng d00aToward A Model Of Issue Selling By Successor Generation In Family Firms0 aToward A Model Of Issue Selling By Successor Generation In Famil  aAnaheim, CAc200810aManagement10aStrategy & Entrepreneurship1 aYan, Ling1 aBaldridge, David1 aCraig, Justin  u/biblio/toward-model-issue-selling-successor-generation-family-firms-000500nas a2200145   4500008004100000245005200041210005200093260002300145653001500168653003200183100001400215700002100229700001800250856008600268       2008                        eng d00aToward a Model of Issue Selling in Family Firms0 aToward a Model of Issue Selling in Family Firms  aAlberta, CANc200810aManagement10aStrategy & Entrepreneurship1 aLing, Yan1 aBaldridge, David1 aCraig, Justin  u/biblio/toward-model-issue-selling-family-firms-000450nas a2200109   4500008004100000245006900041210006900110260002200179653001500201100001900216856010500235       2008                        eng d00aUse of Supply Chain Relationships to Recycle Secondary Materials0 aUse of Supply Chain Relationships to Recycle Secondary Materials  aAnaheim, CAc200810aManagement1 aSimpson, Dayna  u/biblio/use-supply-chain-relationships-recycle-secondary-materials-000471nas a2200121   4500008004100000245006400041210006300105260002800168653001500196100001600211700001700227856010500244       2008                        eng d00aWhy Does Procedural Justice Influence Citizenship Behavior?0 aWhy Does Procedural Justice Influence Citizenship Behavior  aSan Francisco, CAc200810aManagement1 aCho, Jeewon1 aTreadway, D.  u/biblio/why-does-procedural-justice-influence-citizenship-behavior-000539nas a2200145   4500008004100000245006600041210006400107260002900171653001500200653003200215100001800247700001600265700001800281856009400299       2007                        eng d00aBeing the boss and working for a boss: Upsides and downsides.0 aBeing the boss and working for a boss Upsides and downsides  aSydney, Australia.c200710aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aSchaper, M.1 aDibrell, Clay  u/biblio/being-boss-and-working-boss-upsides-and-downsides00595nas a2200133   4500008004100000245010400041210006900145260002900214653001500243653003200258100001800290700001800308856013500326       2007                        eng d00aBetween a strategic rock and a hard place: Planning and flexibility in family and non-family firms.0 aBetween a strategic rock and a hard place Planning and flexibili  aSydney, Australia.c200710aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin  u/biblio/between-strategic-rock-and-hard-place-planning-and-flexibility-family-and-non-family-firms00403nas a2200109   4500008004100000245005500041210005500096260002100151653001500172100001700187856008900204       2007                        eng d00aConsolidating from 500 Training Departments to One0 aConsolidating from 500 Training Departments to One  aOrlando FLc200710aManagement1 aMorris, John  u/biblio/consolidating-500-training-departments-one-000455nas a2200121   4500008004100000245005800041210005800099260002300157653001500180100001900195700001900214856010000233       2007                        eng d00aCreating Relational Capital through Knowledge Sharing0 aCreating Relational Capital through Knowledge Sharing  aMissoula, MTc200710aManagement1 aSwift, Michele1 aVirick, Meghna  u/biblio/creating-relational-capital-through-knowledge-sharing-000648nas a2200181   4500008004100000245008700041210006900128260000900197300001000206490000700216653002100223653001500244653003200259100001800291700001400309700001800323856012500341       2007                        eng d00aDynamic strategic planning: Achieving strategic flexibility through formalization.0 aDynamic strategic planning Achieving strategic flexibility throu  c2007  a21-350 v1310aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDown, Jon1 aBull, Lyndall  u/biblio/dynamic-strategic-planning-achieving-strategic-flexibility-through-formalization00475nas a2200145   4500008004100000245005900041210005600100260000900156300001200165490000700177653001500184100001400199700002100213856009500234       2007                        eng d00aEmail Recipients’ Impressions of Senders Likeability0 aEmail Recipients Impressions of Senders Likeability  c2007  a137-1600 v4410aManagement1 aByron, K.1 aBaldridge, David  u/biblio/email-recipients-impressions-senders-likeability-000647nas a2200169   4500008004100000245008400041210006900125260002600194653001500220653003200235100002000267700001800287700001800305700001800323700001800341856011800359       2007                        eng d00aFamily Culture and Strategic Flexibility: The Moderating Effects of Stewardship0 aFamily Culture and Strategic Flexibility The Moderating Effects   aStarksville, MSc200710aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aCraig, Justin1 aDibrell, Clay1 aHayton, James1 aZahra, Shaker  u/biblio/family-culture-and-strategic-flexibility-moderating-effects-stewardship-000520nas a2200145   4500008004100000245006200041210006200103260000900165653001500174653003200189100001800221700001800239700001800257856009900275       2007                        eng d00aFueling innovation through information technology in SMEs0 aFueling innovation through information technology in SMEs  c200710aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aCraig, Justin  u/biblio/fueling-innovation-through-information-technology-smes00394nas a2200133   4500008004100000245003500041210003500076260000900111653001500120653001700135100001600152700001800168856007400186       2007                        eng d00aGreen companies set an example0 aGreen companies set an example  c200710aManagement10aSupply Chain1 aWu, Zhaohui1 aDrexler, John  u/biblio/green-companies-set-example-000528nas 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-000725nas a2200169   4500008004100000245017600041210006900217260000900286300001100295490000700306653001500313653003200328100002100360700001800381700002000399856013600419       2007                        eng d00aIntegration of value chain position and Porters (1980) competitive strategies in the market orientation conversation: An examination of upstream and downstream activities.0 aIntegration of value chain position and Porters 1980 competitive  c2007  a91-1060 v1310aManagement10aStrategy & Entrepreneurship1 aNicovich, Stefan1 aDibrell, Clay1 aDavis, Peter, S  u/biblio/integration-value-chain-position-and-porters-1980-competitive-strategies-market-orientation00339nas a2200109   4500008004100000245002600041210002600067260003400093653001500127100001900142856006800161       2007                        eng d00aLeadership and Change0 aLeadership and Change  a91����c200710aManagement1 aKing, Jonathan  u/biblio/leadership-and-change-000351nas a2200109   4500008004100000245003000041210003000071260003400101653001500135100001900150856007200169       2007                        eng d00aLeadership and Motivation0 aLeadership and Motivation  a91����c200710aManagement1 aKing, Jonathan  u/biblio/leadership-and-motivation-000608nas a2200145   4500008004100000245009100041210006900132260003000201653001500231653003200246100001800278700001800296700001800314856013000332       2007                        eng d00aLeveraging family-based brand identity to enhance firm competitiveness and performance0 aLeveraging familybased brand identity to enhance firm competitiv  aFort Lauderdale, FLc200710aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCraig, Justin1 aDavis, P., S.  u/biblio/leveraging-family-based-brand-identity-enhance-firm-competitiveness-and-performance-000615nas a2200157   4500008004100000245009000041210006900131260002400200653001500224653003200239100001600271700001800287700001600305700001800321856011800339       2007                        eng d00aMeasuring legitimacy of startups: The development of constructs and their parameters.0 aMeasuring legitimacy of startups The development of constructs a  aPortland, OR.c200710aManagement10aStrategy & Entrepreneurship1 aJohnson, A.1 aDibrell, Clay1 aHolcomb, R.1 aCraig, Justin  u/biblio/measuring-legitimacy-startups-development-constructs-and-their-parameters00573nas a2200169   4500008004100000245007200041210006900113260000900182300001200191490000700203653001500210653001700225100001800242700001900260700002100279856010300300       2007                        eng d00aA meta-analytic examination of the goal orientation nomological net0 ametaanalytic examination of the goal orientation nomological net  c2007  a128-1500 v9210aManagement10aOSU-Cascades1 aPayne, S., C.1 aHowes, Satoris1 aBeaubien, J., M.  u/biblio/meta-analytic-examination-goal-orientation-nomological-net00536nas a2200133   4500008004100000245008800041210006900129260002200198653001700220653001500237100001500252700001600267856011900283       2007                        eng d00aMinimizing Total Weighted Tardiness on Burn-In Ovens in Semiconductor Manufacturing0 aMinimizing Total Weighted Tardiness on BurnIn Ovens in Semicondu  aSeattle, WAc200710aGen Business10aManagement1 aXu, Shubin1 aBean, James  u/biblio/minimizing-total-weighted-tardiness-burn-ovens-semiconductor-manufacturing00633nas a2200145   4500008004100000245011000041210006900151260002700220653001500247653003200262100002000294700001800314700001800332856013700350       2007                        eng d00aNavigating the Competitive Landscape: The Mediating Role of Innovation in Strategic Planning Capabilities0 aNavigating the Competitive Landscape The Mediating Role of Innov  aPhiladelphia, PAc200710aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDibrell, Clay1 aCraig, Justin  u/biblio/navigating-competitive-landscape-mediating-role-innovation-strategic-planning-capabilities-000631nas a2200157   4500008004100000245009100041210006900132260002900201653001500230653003200245100001800277700001600295700001800311700001900329856012500348       2007                        eng d00aOvercoming liability of newness through legitimacy: A stakeholder salience perspective0 aOvercoming liability of newness through legitimacy A stakeholder  aSydney, Australia.c200710aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aJohnson, A.1 aCraig, Justin1 aMoores, K., J.  u/biblio/overcoming-liability-newness-through-legitimacy-stakeholder-salience-perspective00637nas a2200169   4500008004100000245010500041210006900146260000900215300001200224490000700236653001500243653001700258100001900275700001800294700001800312856013700330       2007                        eng d00aPerceived purposes of performance appraisal: Correlates of individual- and position-focused purposes0 aPerceived purposes of performance appraisal Correlates of indivi  c2007  a315-3430 v1810aManagement10aOSU-Cascades1 aHowes, Satoris1 aLeiva, P., I.1 aJones, R., G.  u/biblio/perceived-purposes-performance-appraisal-correlates-individual-and-position-focused-purposes00547nas a2200181   4500008004100000245005000041210004900091260000900140300001000149490000700159653001500166653001700181100002200198700001900220700001800239700002200257856008600279       2007                        eng d00aPriority information in performance feedback.0 aPriority information in performance feedback  c2007  a61-830 v2010aManagement10aOSU-Cascades1 aPritchard, R., D.1 aHowes, Satoris1 aPhilo, J., R.1 aMcMonagle, D., C.  u/biblio/priority-information-performance-feedback00690nas a2200169   4500008004100000245011400041210006900155260002400224653001500248653003200263100001800295700001900313700002000332700001600352700001800368856013400386       2007                        eng d00aThe Road to Legitimacy: A Study of Startups and their Established Competitors in the Australian Wine Industry0 aRoad to Legitimacy A Study of Startups and their Established Com  aMadrid, Spainc200710aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aJohnson, Aaron1 aDavis, Peter, S1 aMoores, Ken1 aCraig, Justin  u/biblio/road-legitimacy-study-startups-and-their-established-competitors-australian-wine-industry01210nas a2200181   4500008004100000245004700041210004300088260000900131300001200140490000700152520069900159653001500858653001700873100001700890700001600907700002300923856008200946       2007                        eng d00aThe supply chain implications of recycling0 asupply chain implications of recycling  c2007  a133-1430 v503 aUntil recently, end-of-life (EOL) product management was the purview of a small number of firms that could make money out of recycling and/or remanufacturing. Now, changing customer expectations and stringent product take-back regulations are forcing many goods producing organizations to confront EOL product management, even in cases in which there is no clear economic incentive for doing so. This article presents a framework that highlights the supply chain implications for firms forced into EOL product management where recycling is the only viable option. Discussed are the various recycling options available to managers, as well as the strategic implications of each of these choices.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui1 aMurthy, Nagesh, N.  u/biblio/supply-chain-implications-recycling-000485nas a2200121   4500008004100000245007000041210006900111260002700180653001500207100001600222700001300238856011200251       2007                        eng d00aTransformational Leadership and Information Systems Effectiveness0 aTransformational Leadership and Information Systems Effectivenes  aMontreal, Canadac200710aManagement1 aCho, Jeewon1 aPark, I.  u/biblio/transformational-leadership-and-information-systems-effectiveness-000326nas a2200109   4500008004100000245002200041210002200063260003300085653001500118100001900133856006400152       2006                        eng d00aAikido Leadership0 aAikido Leadership  aOSU, Corvallis, 91����c200610aManagement1 aKing, Jonathan  u/biblio/aikido-leadership-000575nas a2200157   4500008004100000245009800041210006900139260000900208300000900217490000700226653001500233100001800248700001600266700001800282856011700300       2006                        eng d00aAvoiding the “Fallacy of the Wrong Level”: A Within and Between Analysis (WABA) Approach.0 aAvoiding the Fallacy of the Wrong Level A Within and Between Ana  c2006  a1-420 v3110aManagement1 aDansereau, F.1 aCho, Jeewon1 aYammarino, F.  u/biblio/avoiding-fallacy-wrong-level-within-and-between-analysis-waba-approach-000697nas a2200169   4500008004100000245012200041210006900163260002200232653001500254653003200269100002000301700001800321700001700339700001700356700002100373856013300394       2006                        eng d00aBusiness education, personal moral philosophies and “profits-first” mentalities: An empirical response to critics0 aBusiness education personal moral philosophies and profitsfirst   aAltanta, GAc200610aManagement10aStrategy & Entrepreneurship1 aNeubaum, Donald1 aDrexler, John1 aLarson, Erik1 aPagell, Mark1 aMcKee-Ryan, Fran  u/biblio/business-education-personal-moral-philosophies-and-profits-first-mentalities-empirical-000518nas a2200109   4500008004100000245010200041210006900143260002700212653001500239100001900254856013500273       2006                        eng d00aCommitted or compliant? Supplier responses to customer’s environmental performance requirements0 aCommitted or compliant Supplier responses to customer s environm  aAtlanta, Georgiac200610aManagement1 aSimpson, Dayna  u/biblio/committed-or-compliant-supplier-responses-customers-environmental-performance-requirements01197nas a2200193   4500008004100000245009000041210006900131260000900200300001200209490000700221520053000228653001500758100001700773700002300790700002400813700002300837700002200860856012100882       2006                        eng d00aDesigning a New Organization at NASA: An Organization Design Process Using Simulation0 aDesigning a New Organization at NASA An Organization Design Proc  c2006  a171-3120 v173 aThe challenge for NASA’s Systems Analysis Integrated Discipline Team (SAIDT) is to develop a new organization design capable of performing complex modeling and analysis tasks, using team members at various NASA centers. The focus is on: (1) design as a process, (2) the effect of design tools on the process as well as alternative designs, (3) the fit between the tools and their fit with the organization, (4) the effect of an ongoing agency-wide transformation, and (5) implications for organizational contingency theory.10aManagement1 aCarroll, Tim1 aGormley, Thomas, J1 aBilardo, Vincent, J1 aBurton, Richard, M1 aWoodman, Keith, L  u/biblio/designing-new-organization-nasa-organization-design-process-using-simulation00407nas a2200109   4500008004100000245005400041210005400095260002500149653001500174100001900189856008900208       2006                        eng d00aEncouraging the Transfer of Exploratory Knowledge0 aEncouraging the Transfer of Exploratory Knowledge  aLong Beach, CAc200610aManagement1 aSwift, Michele  u/biblio/encouraging-transfer-exploratory-knowledge-001649nas a2200169   4500008004100000245011900041210006900160260000900229300001200238490000600250520102000256653001501276653001701291100001701308700001601325856013801341       2006                        eng d00aEnhancing integration of supply chain functions within a firm: Exploring the critical factors through eleven cases0 aEnhancing integration of supply chain functions within a firm Ex  c2006  a295-3150 v23 aSupply chain managers recognise that seamless supply chain operations require a high level of integration within and across organisations. Existing study and management focus have dealt with how to integrate supply chain activities across different organisations. However, it is not clear how a company should integrate supply chain functions within the company. One might assume that integration of the internal supply chain is easy to accomplish because top management has control over the functional areas. Yet, many companies suffer from supply chain disruptions due to internal coordination problems. As we started to investigate this issue we realised that the level of internal supply chain integration varies significantly from company to company. This discovery motivated us to take a systematic approach to investigating how companies integrate their internal supply chain. This study reports our findings with a focus on prescribing behaviours that managers can use to guide internal integration efforts.10aManagement10aSupply Chain1 aPagell, Mark1 aWu, Zhaohui  u/biblio/enhancing-integration-supply-chain-functions-within-firm-exploring-critical-factors-through-000604nam a2200133   4500008004100000245012200041210006900163260003800232653001500270100001700285700001600302700001700318856013500335       2006                        eng d00aFrom Lippert-Johanson Incorporated to Fenway Waste Management: Catherine's Career Trajectory Takes an Unexpected Turn0 aFrom LippertJohanson Incorporated to Fenway Waste Management Cat  aNew York: McGraw-Hill/Irwinc200610aManagement1 aWilliams, L.1 aCho, Jeewon1 aBoisnier, A.  u/biblio/lippert-johanson-incorporated-fenway-waste-management-catherines-career-trajectory-takes-000337nas a2200109   4500008004100000245002700041210002700068260003400095653001500129100001900144856006400163       2006                        eng d00aGames That Play People0 aGames That Play People  a91����c200610aManagement1 aKing, Jonathan  u/biblio/games-play-people-001237nas a2200157   4500008004100000245009700041210006900138260000900207300001200216490000700228520066100235653001500896100002100911700001800932856012900950       2006                        eng d00aThe Impact of Anticipated Social Consequences on Recurring Disability Accommodation Requests0 aImpact of Anticipated Social Consequences on Recurring Disabilit  c2006  a158-1790 v323 aThe Americans with Disabilities Act of 1990 (ADA) has not achieved its potential, in part, because those it sought to help have shown a reluctance to request accommodations. Using survey data from 229 hearing-impaired employees and an expert panel, logistic regression confirmed that monetary costs and impositions on others negatively influence the likelihood of requesting recurring accommodations. Furthermore, monetary costs and impositions on others negatively influence the requester's assessments of the social consequences of making such requests. These consequences, in turn, can also negatively influence future disability accommodation requests.10aManagement1 aBaldridge, David1 aVeiga, J., F.  u/biblio/impact-anticipated-social-consequences-recurring-disability-accommodation-requests-000321nas a2200109   4500008004100000245001500041210001500056260004900071653001500120100001900135856005700154       2006                        eng d00aLeadership0 aLeadership  aSigma Nu Fraternity, Corvallis, 91����c200610aManagement1 aKing, Jonathan  u/biblio/leadership-000451nas a2200121   4500008004100000245005600041210005600097260002800153653001500181100001900196700002200215856009200237       2006                        eng d00aLearning How to Listen in Health Care Organizations0 aLearning How to Listen in Health Care Organizations  aCorvsllis, 91����c200610aManagement1 aKing, Jonathan1 aFriedman, Leonard  u/biblio/learning-how-listen-health-care-organizations-000612nas a2200181   4500008004100000245007200041210006900113260000900182300001200191490000700203653002100210653001500231653003200246100001700278700001800295700001400313856010300327       2006                        eng d00aMarket orientation, strategy, and performance in the forest industr0 aMarket orientation strategy and performance in the forest indust  c2006  a209-2200 v5210aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aHansen, Eric1 aDibrell, Clay1 aDown, Jon  u/biblio/market-orientation-strategy-and-performance-forest-industr01108nas a2200145   4500008004100000245008300041210006900124260000900193300001200202520058700214653001500801100001700816700001900833856011000852       2006                        eng d00aOrganization Design, Organizational Learning, and the Market Value of the Firm0 aOrganization Design Organizational Learning and the Market Value  c2006  a125-1423 aWe compare market returns associated with firms’ creation of new units focused on e-business. Two aspects of organization design - governance and leadership - are considered with regard to exploitation- and exploration-oriented organization learning. We find that exploitation in governance (high centralization) is associated with a lower mean and variance in returns; that exploitation in leadership (appointment of outsiders) is associated with the same mean yet higher variance; and, among units exhibiting both modes of learning, the variance of returns are <i>not</i> equal.10aManagement1 aCarroll, Tim1 aHunter, S., D.  u/biblio/organization-design-organizational-learning-and-market-value-firm00577nas a2200133   4500008004100000245009800041210006900139260001800208653001500226653003200241100001800273700002000291856013200311       2006                        eng d00aPerformance implications of temporal orientation and IT in organization-environment alignment0 aPerformance implications of temporal orientation and IT in organ  aAtlantac200610aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, Peter, S  u/biblio/performance-implications-temporal-orientation-and-it-organization-environment-alignment00505nas a2200169   4500008004100000245004800041210004600089260000900135300001200144490000700156653001500163653001700178100001800195700001900213700002000232856008300252       2006                        eng d00aPortrayals of F. W. Taylor across textbooks0 aPortrayals of F W Taylor across textbooks  c2006  a385-4070 v1210aManagement10aOSU-Cascades1 aPayne, S., C.1 aHowes, Satoris1 aWatrous, K., M.  u/biblio/portrayals-f-w-taylor-across-textbooks00531nas a2200121   4500008004100000245009400041210006900135260002300204653001500227100001600242700001900258856013200277       2006                        eng d00aProfessional Distance: Managing Client Relations in Knowledge-Based Service Organizations0 aProfessional Distance Managing Client Relations in KnowledgeBase  aMadrid Spainc200610aManagement1 aMills, P, K1 aSwift, Michele  u/biblio/professional-distance-managing-client-relations-knowledge-based-service-organizations-100534nas a2200121   4500008004100000245009700041210006900138260002600207653001500233100001600248700001900264856012900283       2006                        eng d00aProventure Structures and the Internal Promotion of Ideas in Knowledge Service Organizations0 aProventure Structures and the Internal Promotion of Ideas in Kno  aAtlanta Georgiac200610aManagement1 aMills, P, K1 aSwift, Michele  u/biblio/proventure-structures-and-internal-promotion-ideas-knowledge-service-organizations-000575nas a2200109   4500008004100000245016800041210006900209260002200278653001500300100001600315856013400331       2006                        eng d00aPsychological Processes Underlying the Relationship between Transformational Leadership and Multi-Foci Organizational Citizenship Behaviors: A Multi-Level Approach0 aPsychological Processes Underlying the Relationship between Tran  aBuffalo, NYc200610aManagement1 aCho, Jeewon  u/biblio/psychological-processes-underlying-relationship-between-transformational-leadership-and-002037nas a2200169   4500008004100000245009400041210006900135260000900204300001200213490000700225520144200232653001501674100002101689700002201710700001801732856011701750       2006                        eng d00aSaying "no" to being uprooted: The impact of family and gender on willingness to relocate0 aSaying no to being uprooted The impact of family and gender on w  c2006  a131-1490 v793 aAlthough career research contends that women managers and professionals are less willing than men to relocate, much of the previous research has been either limited by comparative sampling issues, or has not fully accounted for the role of family. To address these issues we gathered survey data from managers and professionals in 102 large companies by identifying pairs of individuals from each firm who worked in the same division, location, and functional area, who were similar in age (± 5 years), yet differed in gender ” resulting in a comparatively matched sample of 333 male and 333 female respondents. To account for the role of family, we tested a model that first controlled for the impact of previous determinants of willingness to relocate, and then examined the impact of four family attributes including spouse's contribution to family income, presence of preschool-aged children at home, and the perceived strength of spouse's and children's community ties. We also examined the moderating role of gender in explaining the impact of these attributes. Results indicate that the inclusion of family attributes increased the amount of variance explained in our regression model. Moreover, beyond substantiating a significant main effect for gender ” that is, women managers are less willing to relocate ” we also found that gender interacts with family attributes to further dampen a woman's willingness to relocate.10aManagement1 aBaldridge, David1 aEddleston, K., A.1 aVeiga, J., F.  u/biblio/saying-no-being-uprooted-impact-family-and-gender-willingness-relocate-000411nas a2200121   4500008004100000245004800041210004800089260000900137653001500146100001900161700002200180856008700202       2006                        eng d00aSeeing Systems in Health Care Organizations0 aSeeing Systems in Health Care Organizations  c200610aManagement1 aKing, Jonathan1 aFriedman, Leonard  u/biblio/seeing-systems-health-care-organizations-000429nas a2200121   4500008004100000245004700041210004700088260002900135653001500164100001900179700002300198856008600221       2006                        eng d00aSeeing Systems in Healthcare Organizations0 aSeeing Systems in Healthcare Organizations  aAberdeen, Scotlandc200610aManagement1 aKing, Jonathan1 aFriedman, L:eonard  u/biblio/seeing-systems-healthcare-organizations-100558nas a2200133   4500008004100000245009600041210006900137260002700206653001500233100001900248700001700267700001500284856012500299       2006                        eng d00aThe Social Exchange of Knowledge: A Theoretical Model of Knowledge Source Sharing Behaviors0 aSocial Exchange of Knowledge A Theoretical Model of Knowledge So  aAtlanta, Georgiac200610aManagement1 aSwift, Michele1 aBalkin, D, B1 aMatusik, S  u/biblio/social-exchange-knowledge-theoretical-model-knowledge-source-sharing-behaviors-001604nas a2200157   4500008004100000245007200041210006900113260000900182300000900191490000700200520107500207653001501282100001901297700001901316856011101335       2006                        eng d00aTop Management Team Compensation in High Growth Technology Ventures0 aTop Management Team Compensation in High Growth Technology Ventu  c2006  a1-110 v163 aWe examine the key compensation issues pertaining to the top management team that occur during the early stages of growth in new ventures, specifically those anticipating rapid growth such as in technology-intensive markets. Similar to other new ventures, high-growth technology ventures are small in size but they have a goal of rapid growth giving rise to a need for resources and managerial talent to sustain the growth. New ventures are likely to compete in the market with larger organizations for top management team members. As a result, new ventures in rapid growth technology markets experience some unique compensation challenges. Critical for these firms is the issue of distributing equity among members of the founding team and structuring compensation to attract and retain non-founder executives. Drawing from the human resource management and entrepreneurship literatures, this paper develops a set of propositions predicting top management team compensation strategies for rapidly growing new ventures. Directions for future research are also discussed.10aManagement1 aBalkin, D., B.1 aSwift, Michele  u/biblio/top-management-team-compensation-high-growth-technology-ventures-000541nas a2200121   4500008004100000245010500041210006900146260001800215653001500233100002100248700001900269856013100288       2006                        eng d00aToward Greater Understanding of the Impact of Disabilities on Workplace Isolation & Career Outcomes.0 aToward Greater Understanding of the Impact of Disabilities on Wo  aAtlantac200610aManagement1 aBaldridge, David1 aVeiga, John, F  u/biblio/toward-greater-understanding-impact-disabilities-workplace-isolation-career-outcomes-000411nas a2200121   4500008004100000245004800041210004700089260000900136653002900145653001500174100001800189856008200207       2005                        eng d00aChina's Emerging Role in the Global Economy0 aChinas Emerging Role in the Global Economy  c200510aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/chinas-emerging-role-global-economy-000554nas a2200145   4500008004100000245007200041210006900113260002300182653001500205653003200220100001800252700001800270700001400288856010600302       2005                        eng d00aChronicity and innovation as responses to environmental disruptions0 aChronicity and innovation as responses to environmental disrupti  aHonolulu, HIc200510aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aCarol, T.  u/biblio/chronicity-and-innovation-responses-environmental-disruptions00331nas a2200109   4500008004100000245002400041210002400065260003200089653001500121100001900136856006600155       2005                        eng d00aCreativity Workshop0 aCreativity Workshop  aVancouver, Washingtonc200510aManagement1 aKing, Jonathan  u/biblio/creativity-workshop-000385nas a2200121   4500008004100000245003600041210003600077260002300113653001500136100001700151700001700168856007800185       2005                        eng d00aDesigning Gray Zone Simulations0 aDesigning Gray Zone Simulations  aLas Vegas NVc200510aManagement1 aMorris, John1 aEggert, John  u/biblio/designing-gray-zone-simulations-000401nas a2200109   4500008004100000245005100041210005100092260002800143653001500171100001900186856008600205       2005                        eng d00aEnvironment as a Supply Chain Management Issue0 aEnvironment as a Supply Chain Management Issue  aBudapest, Hungaryc200510aManagement1 aSimpson, Dayna  u/biblio/environment-supply-chain-management-issue01645nas a2200181   4500008004100000245016000041210006900201260000900270300001200279490000700291520093400298653001501232653003201247100001601279700001801295700001801313856013201331       2005                        eng d00aThe evolving role of cooperation among multinational corporations and indigenous organizations in transition economies: A migration away from confrontation0 aevolving role of cooperation among multinational corporations an  c2005  a223-2340 v403 aRecent trends toward greater globalization and the increasing number of transition economies are changing the nature of the relationships among multinational enterprises (MNEs), organizations in transition economies (OTEs), and the OTEs' governments from a traditional conflict-based perspective towards consisting of cooperation and collaboration. This paper draws on the theory of cooperation that incorporates the concepts of substitutability (substitution of goals), cathexis (commitment to a specific goal), and inducibility (open to influence) to describe the emerging interactive relationship between MNEs and OTEs. Due to changing global competitive trends, we propose that MNEs, OTEs, and transition economy governments act in their best interests through a continuum of cooperation and confrontation. We propose that the two theories of cooperation and confrontation are not paradoxical but are in effect complementary.10aManagement10aStrategy & Entrepreneurship1 aDanskin, P.1 aDibrell, Clay1 aKedia, B., L.  u/biblio/evolving-role-cooperation-among-multinational-corporations-and-indigenous-organizations00558nas a2200157   4500008004100000245008200041210006900123260000900192300001200201490000600213653001500219653001700234100001900251700002000270856011000290       2005                        eng d00aFamily-friendly policies in the police: Implications for work-family conflict0 aFamilyfriendly policies in the police Implications for workfamil  c2005  a138-1620 v110aManagement10aOSU-Cascades1 aHowes, Satoris1 aHuffman, A., H.  u/biblio/family-friendly-policies-police-implications-work-family-conflict00370nas a2200109   4500008004100000245004100041210004100082260002600123653001500149100001900164856007700183       2005                        eng d00aGreening the automotive supply chain0 aGreening the automotive supply chain  aToronto, Canadac200510aManagement1 aSimpson, Dayna  u/biblio/greening-automotive-supply-chain00567nas a2200169   4500008004100000245006800041210006300109260000900172300001200181490000700193653001500200653003200215100001800247700001800265700001600283856009800299       2005                        eng d00aThe influence of internationalization on time-based competition0 ainfluence of internationalization on timebased competition  c2005  a173-1950 v4510aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aDanskin, P.  u/biblio/influence-internationalization-time-based-competition00617nas a2200145   4500008004100000245010500041210006900146260002200215653001500237653003200252100001800284700001800302700001800320856013300338       2005                        eng d00aInnovation and Firm Performance:  The Role of Information Technology in Small and Medium-Sized Firms0 aInnovation and Firm Performance The Role of Information Technolo  aOrlando, FLc200510aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aDibrell, Clay1 aDavis, P., S.  u/biblio/innovation-and-firm-performance-role-information-technology-small-and-medium-sized-firms00452nas a2200109   4500008004100000245007900041210006900120260000900189653001500198100002300213856010600236       2005                        eng d00aThe politics of implementing change in tax administration: The BIR Project0 apolitics of implementing change in tax administration The BIR Pr  c200510aManagement1 aGonzalez, Manolete  u/biblio/politics-implementing-change-tax-administration-bir-project-000525nas a2200121   4500008004100000245009400041210006900135260001700204653001500221100001600236700001900252856013200271       2005                        eng d00aProfessional Distance: Managing Client Relations in Knowledge-Based Service Organizations0 aProfessional Distance Managing Client Relations in KnowledgeBase  aHawaiic200510aManagement1 aMills, P, K1 aSwift, Michele  u/biblio/professional-distance-managing-client-relations-knowledge-based-service-organizations-200359nas a2200109   4500008004100000245003900041210003900080260001700119653001500136100001700151856008100168       2005                        eng d00aProject Management Research Agenda0 aProject Management Research Agenda  aHawaiic200510aManagement1 aLarson, Erik  u/biblio/project-management-research-agenda-001612nas a2200181   4500008004100000245008500041210006900126260000900195300001000204490000700214520099800221653001501219100002201234700001201256700002001268700002001288856012201308       2005                        eng d00aPsychological and physical well-being during unemployment: A meta-analytic study0 aPsychological and physical wellbeing during unemployment A metaa  c2005  a53-760 v903 aThe authors used theoretical models to organize the diverse unemployment literature, and meta-analytic techniques were used to examine the impact of unemployment on worker well-being across 104 empirical studies with 437 effect sizes. Unemployed individuals had lower psychological and physical well-being than did their employed counterparts. Unemployment duration and sample type (school leaver vs. mature unemployed) moderated the relationship between mental health and unemployment, but the current unemployment rate and the amount of unemployment benefits did not. Within unemployed samples, work-role centrality, coping resources (personal, social, financial, and time structure), cognitive appraisals, and coping strategies displayed stronger relationships with mental health than did human capital or demographic variables. The authors identify gaps in the literature and propose directions for future unemployment research. (PsycINFO Database Record (c) 2006 APA, all rights reserved)10aManagement1 aRyan, Fran, McKee1 aSong, Z1 aWanberg, C., R.1 aKinicki, A., J.  u/biblio/psychological-and-physical-well-being-during-unemployment-meta-analytic-study00451nas a2200121   4500008004100000245006300041210005900104260000900163653002900172653001500201100001800216856009500234       2005                        eng d00aThe Role of Sustainable Agriculture and Forestry in 91����0 aRole of Sustainable Agriculture and Forestry in 91����  c200510aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/role-sustainable-agriculture-and-forestry-oregon-000565nas a2200121   4500008004100000245013000041210006900171260000900240653001500249653003200264100002000296856012700316       2005                        eng d00aSeminars presented on strategic planning processes and techniques including use and implementation of the Balanced Scorecard.0 aSeminars presented on strategic planning processes and technique  c200510aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/seminars-presented-strategic-planning-processes-and-techniques-including-use-and-000434nas a2200121   4500008004100000245005200041210005200093260002500145653001500170100001700185700001900202856009100221       2005                        eng d00aTop Managment Team Compensation in New Ventures0 aTop Managment Team Compensation in New Ventures  aSouth Carolinac200510aManagement1 aBalkin, D, B1 aSwift, Michele  u/biblio/top-managment-team-compensation-new-ventures-001996nas a2200169   4500008004100000245009000041210006900131260000900200300001200209490000700221520141000228653001501638100001301653700001801666700002101684856012101705       2005                        eng d00aToward a model of issue-selling by subsidiary managers in multinational organizations0 aToward a model of issueselling by subsidiary managers in multina  c2005  a637-6540 v363 aIn multinational organizations, local market responsiveness is critical to the development of effective strategies. This responsiveness is expected to occur in part as the result of upward influence from local subsidiary managers, who represent the local culture and shift relevant priorities accordingly. Issue-selling ” defined as directing top management's attention to particular issues and helping them understand such issues ” is one important way in which subsidiary managers pursue upward influence. The purpose of this paper is to help multinational organizations better facilitate and exploit potentially valuable input from local subsidiary managers. To do so, we propose an acculturated view of issue-selling. More specifically, we argue that subsidiary managers socialized by different national cultures vary: (1) in the extent to which their intention to sell issues is influenced by various contextual cues; and (2) in their choice of selling strategies. These theoretical differences suggest that local subsidiary managers from different cultures will differ in the way they approach issue-selling and, in turn, in the way they influence the strategy-making process. The discussion traces the implications of this line of reasoning for future research on the influence of local subsidiary managers and, more generally, for research on the cultural embeddedness of the strategy process.10aManagement1 aLing, Y.1 aFloyd, S., W.1 aBaldridge, David  u/biblio/toward-model-issue-selling-subsidiary-managers-multinational-organizations-000426nas a2200109   4500008004100000245005800041210005800099260003100157653001500188100002100203856009200224       2005                        eng d00aToward a Model of Nonverbal Cues and Emotion in Email0 aToward a Model of Nonverbal Cues and Emotion in Email  aBriarcliff Manor, NYc200510aManagement1 aBaldridge, David  u/biblio/toward-model-nonverbal-cues-and-emotion-email-100306nas a2200121   4500008004100000245001300041210001300054260000900067653001500076653001700091100002000108856005600128       2005                        eng d00aUntitled0 aUntitled  c200510aManagement10aOSU-Cascades1 aAllender, Terri  u/biblio/untitled-1500527nas a2200109   4500008004100000245010300041210006900144260003200213653001500245100002100260856013600281       2005                        eng d00aWithholding Accommodation Requests: The Role of Workgroup Supportiveness and Requester Attributes.0 aWithholding Accommodation Requests The Role of Workgroup Support  aBriarcliff Manor, NY.c200510aManagement1 aBaldridge, David  u/biblio/withholding-accommodation-requests-role-workgroup-supportiveness-and-requester-attributes-100511nas a2200121   4500008004100000245007500041210006900116260002300185653001500208653003200223100002000255856011400275       2005                        eng d00aWorkshop presentation on strategic planning and competitive strategies0 aWorkshop presentation on strategic planning and competitive stra  aPortland, ORc200510aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/workshop-presentation-strategic-planning-and-competitive-strategies-001913nas a2200169   4500008004100000245014900041210006900190260000900259300001400268490000700282520124500289653001501534100002101549700001801570700001701588856013801605       2004                        eng d00aAre managers from Mars and academicians from Venus? Toward an understanding of the relationship between academic quality and practical relevance0 aAre managers from Mars and academicians from Venus Toward an und  c2004  a1063-10740 v253 aIn this paper, we propose a positive relationship between the academic quality and practical relevance of management research. The basis for this is the idea that academicians and practitioners both value research that is interesting and justified - meaning research that challenges and extends existing beliefs and research that offers compelling evidence for its conclusions. We acknowledge that there are likely to be many cases where academicians and practitioners disagree on what is interesting and justified. We argue, however, that there are also likely to be cases where the judgments of the two groups converge. Results from a stratified, random sample of 120 publications are consistent with this argument - showing a positive correlation between an objective measure of an article's academic quality and expert panel ratings of its practical relevance. The analysis also shows positive associations between panel members' global assessment of relevance and ratings of an article's interestingness and justification. These results lend support to the hypothesized overlap, but leave room for considerable difference in the way practitioners and academicians evaluate management research. Copyright © 2004 John Wiley & Sons, Ltd.10aManagement1 aBaldridge, David1 aFloyd, S., W.1 aMackoczy, L.  u/biblio/are-managers-mars-and-academicians-venus-toward-understanding-relationship-between-academic-000598nas a2200145   4500008004100000245010400041210006900145260001700214653001500231100001700246700001500263700001800278700001800296856013800314       2004                        eng d00aBuilding Prevention Capabilities: A Resource-Based Approach to Environmental Performance Advantages0 aBuilding Prevention Capabilities A ResourceBased Approach to Env  aBostonc200410aManagement1 aPagell, Mark1 aWalton, S.1 aWasserman, M.1 aHandfield, R.  u/biblio/building-prevention-capabilities-resource-based-approach-environmental-performance-advantages00630nas a2200145   4500008004100000245011100041210006900152260002800221653001500249653003200264100001800296700001600314700002000330856013400350       2004                        eng d00aClassifying entrepreneurs Schumpeterian (innovator-entrepreneur) verses Kirznerian (producer-entrepreneur)0 aClassifying entrepreneurs Schumpeterian innovatorentrepreneur ve  aGlasgow, Scotlandc200410aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aGreen, Mark1 aJohnson, Debbie  u/biblio/classifying-entrepreneurs-schumpeterian-innovator-entrepreneur-verses-kirznerian-producer00375nas a2200109   4500008004100000245004200041210004100083260002800124653001500152100001900167856007900186       2004                        eng d00aCorporate Creativity: Beyond the Hype0 aCorporate Creativity Beyond the Hype  aCorvallis, 91����c200410aManagement1 aKing, Jonathan  u/biblio/corporate-creativity-beyond-hype-001486nas a2200181   4500008004100000245008300041210006900124260000900193300001400202490000700216520085900223653001501082100002401097700002501121700002201146700002201168856011401190       2004                        eng d00aA Covariance Structure Analysis of Employees' Response to Performance Feedback0 aCovariance Structure Analysis of Employees Response to Performan  c2004  a1057-10690 v893 aThis longitudinal study used D. R. Ilgen, C. D. Fisher, and M. S. Taylor's (1979) feedback process model as a theoretical framework to determine whether a sequential chain of cognitive variables mediates an individual's response to performance feedback. One hundred two employees were surveyed 2 weeks after their performance appraisal, and performance was assessed 11 months later at the end of the review cycle. Covariance structure analysis supported the convergent and discriminant validity of the constructs underlying the model and the constellation of structural relationships. A set of cognitive variables was found to completely mediate the relationship between an individual's receipt and response to feedback. Implications for the feedback process and future research are discussed. (PsycINFO Database Record (c) 2006 APA, all rights reserved)10aManagement1 aKinicki, Angelo, J.1 aPrussia, Gregory, E.1 aWu, Bin, (Joshua)1 aRyan, Fran, McKee  u/biblio/covariance-structure-analysis-employees-response-performance-feedback00380nas a2200121   4500008004100000245003400041210003000075260003300105653001500138100001900153700001700172856006900189       2004                        eng d00aThe Dark Side of Organization0 aDark Side of Organization  aOSU, Corvallis, 91����c200410aManagement1 aKing, Jonathan1 aBella, David  u/biblio/dark-side-organization-000547nas a2200121   4500008004100000245011700041210006900158260001600227653001500243100001700258700001500275856013500290       2004                        eng d00aDetermining when Multiple Respondents are needed in Supply Chain Research: The Case of Purchasing and Operations0 aDetermining when Multiple Respondents are needed in Supply Chain  aTempec200410aManagement1 aPagell, Mark1 aKrause, D.  u/biblio/determining-when-multiple-respondents-are-needed-supply-chain-research-case-purchasing-and01687nas a2200181   4500008004100000245009400041210006900135260000900204300000900213490000700222520105200229653001501281653003201296100001801328700001701346700001801363856012401381       2004                        eng d00aEmpirical evaluation of an integrated supply chain model for small and medium sized firms0 aEmpirical evaluation of an integrated supply chain model for sma  c2004  a1-190 v173 aWith increased global competitive pressures, companies operating in these competitive environments are not only looking to their distribution division to save money, but also to generate competitive advantages. One technique is the integrated supply chain. However, this process has not met with success for all companies, leading some managers to consider the appropriateness of an integrated supply chain. This dearth of success could be attributed to the lack of scholarship to guide managers in their efforts to formulate and then implement their integrated supply chain strategies. In an effort to fill this gap, our paper draws on resource dependency theory and the realities of ever-increasing information technology sophistication as enablers of successful supply chain integration, resulting in the creation of our model to guide managers throughout this process. Through a Web-based survey, 329 responses were collected and analyzed through a structural equation modeling technique using LISREL to confirm the relationships in the model.10aManagement10aStrategy & Entrepreneurship1 aSakaguchi, T.1 aNicovich, S.1 aDibrell, Clay  u/biblio/empirical-evaluation-integrated-supply-chain-model-small-and-medium-sized-firms00650nas a2200157   4500008004100000245010200041210006900143260002800212653002100240653001500261653003200276100001400308700001800322700001800340856013400358       2004                        eng d00aEntrepreneurial firm success:  A triadic examination of strategy planning, choice and flexibility0 aEntrepreneurial firm success A triadic examination of strategy p  aGlasgow, Scotlandc200410aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aDibrell, Clay1 aCraig, Justin  u/biblio/entrepreneurial-firm-success-triadic-examination-strategy-planning-choice-and-flexibility00491nas a2200133   4500008004100000245005500041210005500096260003300151653001500184653003200199100001800231700001600249856009200265       2004                        eng d00aExploring generational differences in family firms0 aExploring generational differences in family firms  aNew Orleans, Louisianac200410aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aGreen, Mark  u/biblio/exploring-generational-differences-family-firms00598nas a2200133   4500008004100000245010900041210006900150260003000219653001500249653003200264100001800296700001600314856013400330       2004                        eng d00aFounding family leadership, product market competition, and firm performance among publicly traded firms0 aFounding family leadership product market competition and firm p  aZurich, Switzerlandc200410aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aRandøy, T.  u/biblio/founding-family-leadership-product-market-competition-and-firm-performance-among-publicly00663nas a2200145   4500008004100000245014500041210006900186260002800255653001500283653003200298100001800330700001600348700001800364856013500382       2004                        eng d00aGaining and Sustaining Competitive Advantage: The Effects of Strategic Flexibility and Information Technology Among Internationalizing Firms0 aGaining and Sustaining Competitive Advantage The Effects of Stra  aStockholm, Swedenc200410aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aBabakus, E.1 aDavis, P., S.  u/biblio/gaining-and-sustaining-competitive-advantage-effects-strategic-flexibility-and-information00457nas a2200121   4500008004100000245006100041210006000102260002300162653001500185100001900200700001400219856010200233       2004                        eng d00aHow Institutions Think: When Propaganda Equals Knowledge0 aHow Institutions Think When Propaganda Equals Knowledge  aLondon, U.K.c200410aManagement1 aKing, Jonathan1 aBella, D.  u/biblio/how-institutions-think-when-propaganda-equals-knowledge-000571nas a2200121   4500008004100000245011100041210006900152260003200221653001500253653003200268100001800300856013100318       2004                        eng d00aIntegrating firm temporal activities with information technology:  Innovation and performance implications0 aIntegrating firm temporal activities with information technology  aSan Juan, Puerto Ricoc200410aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay  u/biblio/integrating-firm-temporal-activities-information-technology-innovation-and-performance00458nas a2200109   4500008004100000245007600041210006900117260001700186653001500203100001900218856011100237       2004                        eng d00aIntraorganizational Power and the Allocation of Top Management Team Pay0 aIntraorganizational Power and the Allocation of Top Management T  aAlaskac200410aManagement1 aSwift, Michele  u/biblio/intraorganizational-power-and-allocation-top-management-team-pay-000550nas a2200157   4500008004100000245006100041210006100102260002600163653001500189100001800204700002000222700001700242700001800259700001700277856009800294       2004                        eng d00aJournal of Management Education Reviewing and Publishing0 aJournal of Management Education Reviewing and Publishing  aNew Orleans, LAc200410aManagement1 aDrexler, John1 aJackson, J., J.1 aDean, K., L.1 aGillespie, J.1 aKonz, G., N.  u/biblio/journal-management-education-reviewing-and-publishing00468nas a2200109   4500008004100000245009000041210006900131260000900200653001500209100001700224856011700241       2004                        eng d00aLeadership development program to groups of managers in the 91���� business community0 aLeadership development program to groups of managers in the Oreg  c200410aManagement1 aMayer, Steve  u/biblio/leadership-development-program-groups-managers-oregon-business-community00525nas a2200133   4500008004100000245007900041210006900120260002600189653001500215100002200230700001100252700002000263856010800283       2004                        eng d00aLife-facet coping with job loss: Development and validation of a new scale0 aLifefacet coping with job loss Development and validation of a n  aNew Orleans, LAc200410aManagement1 aRyan, Fran, McKee1 aWu, B.1 aKinicki, A., J.  u/biblio/life-facet-coping-job-loss-development-and-validation-new-scale00629nas a2200157   4500008004100000245009500041210006900136260002700205653002100232653001500253653003200268100001800300700001500318700001400333856012400347       2004                        eng d00aMarket orientation: The role of strategic planning and strategy choice on firm performance0 aMarket orientation The role of strategic planning and strategy c  aNew Orleans, LA.c200410aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aHansen, E.1 aDown, Jon  u/biblio/market-orientation-role-strategic-planning-and-strategy-choice-firm-performance00663nas a2200157   4500008004100000245013700041210006900178260000900247653002100256653001500277653003200292100001800324700001800342700001400360856013100374       2004                        eng d00aThe moderating role of strategic flexibility in the strategic planning to innovation relationship: A study of entrepreneurial firms.0 amoderating role of strategic flexibility in the strategic planni  c200410aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aDibrell, Clay1 aDown, Jon  u/biblio/moderating-role-strategic-flexibility-strategic-planning-innovation-relationship-study00499nas a2200121   4500008004100000245007900041210006900120260000900189653002900198653001500227100001800242856011700260       2004                        eng d00aPresentation for 91���� Japan Forest Products Market Tour0 aPresentation for 91���� Japan Forest Products M  c200410aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-oregon-state-university-japan-forest-products-market-tour-000518nas a2200121   4500008004100000245009000041210006900131260000900200653002900209653001500238100001800253856012500271       2004                        eng d00aPresentation to the 91���� Forest Resources Institute Sustainable Forestry Conference0 aPresentation to the 91���� Forest Resources Institute Sustainabl  c200410aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-oregon-forest-resources-institute-sustainable-forestry-conference-000446nas a2200121   4500008004100000245005900041210005900100260000900159653002900168653001500197100001800212856009400230       2004                        eng d00aPresentation to the 91���� Small Woodlands Association0 aPresentation to the 91���� Small Woodlands Association  c200410aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-oregon-small-woodlands-association-000670nas a2200145   4500008004100000245018900041210006900230260001700299653001500316100001700331700001300348700001800361700001300379856013200392       2004                        eng d00aThe Relationship Between Environmental Uncertainty, Supply Chain Investments, and Performance: The Influence of Investments in Environmental Management and Buyer Supplier Relationships0 aRelationship Between Environmental Uncertainty Supply Chain Inve  aBostonc200410aManagement1 aPagell, Mark1 aYang, C.1 aKrumwiede, D.1 aSheu, C.  u/biblio/relationship-between-environmental-uncertainty-supply-chain-investments-and-performance00416nas a2200133   4500008004100000245004600041210004600087260000900133653001500142100001700157700001400174700001500188856007900203       2004                        eng d00aTaking the next steps at business schools0 aTaking the next steps at business schools  c200410aManagement1 aPagell, Mark1 aRusso, M.1 aBrewer, K.  u/biblio/taking-next-steps-business-schools00473nas a2200121   4500008004100000245006900041210006500110260002300175653001500198100001600213700001700229856010500246       2004                        eng d00aA Three-Stage Model of Transformational/Transactional Leadership0 aThreeStage Model of TransformationalTransactional Leadership  aSeoul, Koreac200410aManagement1 aCho, Jeewon1 aWilliams, L.  u/biblio/three-stage-model-transformationaltransactional-leadership-001631nas a2200169   4500008004100000245008500041210006900126260000900195300001200204490000700216520104400223653001501267100002201282700002101304700001801325856011801343       2004                        eng d00aToward modeling the predictors of managerial career success: does gender matter?0 aToward modeling the predictors of managerial career success does  c2004  a360-3850 v193 aAlthough research has uncovered important predictors of managerial career success, the causal relationships between these predictors has not been fully explored. Accordingly, we propose and test a model that establishes a link between individual differences, salient career-related beliefs, career enhancing outcomes and managerial career success. Using path analysis, we found that education and career impatience directly affected willingness to relocate and perceived marketability, which in turn led to more promotions offered and greater exposure to powerful networks. Finally, the number of promotions offered directly affected management level, which in turn affected compensation level. With respect to gender differences, we found that beliefs regarding the efficacy of mentoring positively influenced a woman's sense of marketability, and like her male counterpart, exposure to powerful networks. However, we also found that for women managers, unlike men, such exposure did not affect the number of promotions they were offered.10aManagement1 aEddleston, K., A.1 aBaldridge, David1 aVeiga, J., F.  u/biblio/toward-modeling-predictors-managerial-career-success-does-gender-matter-001217nas a2200169   4500008004100000245008800041210006900129260000900198300001200207490000700219520062100226653001500847100001800862700002100880700002200901856012400923       2004                        eng d00aToward understanding employee reluctance to participate in family-friendly programs0 aToward understanding employee reluctance to participate in famil  c2004  a337-3510 v143 aDespite the fact that many organizations have implemented family-friendly programs to meet the needs of today's diverse workforce, employees have been reluctant to use them. Drawing on the theories of planned behavior, help-seeking, and distributive justice, we propose a framework that focuses initially on the more proximal factors that influence an employee's likelihood of participating in such programs. We then examine the role of organization-based situational characteristics in shaping both personal and normative assessments and describe the implications of our framework for researchers and practitioners.10aManagement1 aVeiga, J., F.1 aBaldridge, David1 aEddleston, K., A.  u/biblio/toward-understanding-employee-reluctance-participate-family-friendly-programs-000306nas a2200121   4500008004100000245001300041210001300054260000900067653001500076653001700091100002000108856005600128       2004                        eng d00aUntitled0 aUntitled  c200410aManagement10aOSU-Cascades1 aAllender, Terri  u/biblio/untitled-1600527nas a2200145   4500008004100000245006500041210006200106260002200168653001500190100002200205700001900227700002000246700002000266856009500286       2004                        eng d00aU.S.—China comparative study on pathways to managing stress0 aUS China comparative study on pathways to managing stress  aChicago, ILc200410aManagement1 aRyan, Fran, McKee1 aSrivastava, A.1 aBlakely, G., L.1 aAndrews, M., C.  u/biblio/uschina-comparative-study-pathways-managing-stress00550nas a2200145   4500008004100000245007200041210006900113260003200182653001500214100001700229700001500246700001800261700001800279856010700297       2004                        eng d00aUsing a Pollution Prevention Capability to Reduce Supply Chain Risk0 aUsing a Pollution Prevention Capability to Reduce Supply Chain R  aEast Lansing Michiganc200410aManagement1 aPagell, Mark1 aWalton, S.1 aWasserman, M.1 aHandfield, R.  u/biblio/using-pollution-prevention-capability-reduce-supply-chain-risk00574nas a2200109   4500008004100000245016800041210006900209260002600278653001500304100001600319856012900335       2004                        eng d00aWhy Does Organizational Identification Matter: The Impact of Organizational Identification on the Relationship between Justice Perceptions and Citizenship Behavior0 aWhy Does Organizational Identification Matter The Impact of Orga  aNew Orleans, LAc200410aManagement1 aCho, Jeewon  u/biblio/why-does-organizational-identification-matter-impact-organizational-identification-000535nas a2200121   4500008004100000245009700041210006900138260002200207653001500229100002100244700001800265856013000283       2003                        eng d00aAnticipated Consequences and Decisions to Request Accommodation: The Requester's Perspective0 aAnticipated Consequences and Decisions to Request Accommodation   aSeattle, WAc200310aManagement1 aBaldridge, David1 aVeiga, J., F.  u/biblio/anticipated-consequences-and-decisions-request-accommodation-requesters-perspective-100482nas a2200121   4500008004100000245006500041210006500106260002200171653001500193653003200208100001800240856010200258       2003                        eng d00aApplying methodological perspecitives to Stategic Management0 aApplying methodological perspecitives to Stategic Management  aSeattle, WAc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay  u/biblio/applying-methodological-perspecitives-stategic-management00563nas a2200157   4500008004100000245007300041210006900114260000900183300001000192490000600202653001500208653003200223100002100255700001800276856011100294       2003                        eng d00aConsumers and technology: Are we creating relationships or distance?0 aConsumers and technology Are we creating relationships or distan  c2003  a31-460 v810aManagement10aStrategy & Entrepreneurship1 aPeterson, R., L.1 aDibrell, Clay  u/biblio/consumers-and-technology-are-we-creating-relationships-or-distance00487nas a2200133   4500008004100000245006200041210005700103260002400160653001500184653003200199100001800231700001800249856008600267       2003                        eng d00aThe effects of IT in the value cycle—performance linkage0 aeffects of IT in the value cycle performance linkage  aBaltimore, MDc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.  u/biblio/effects-it-value-cycleperformance-linkage00571nas a2200145   4500008004100000245008200041210006900123260002100192653001500213653003200228100001800260700001800278700001800296856011100314       2003                        eng d00aAn Examination of Time Pacing, Strategy, and Performance in Born Global Firms0 aExamination of Time Pacing Strategy and Performance in Born Glob  aBoston, MAc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aHarveston, P.1 aDavis, P., S.  u/biblio/examination-time-pacing-strategy-and-performance-born-global-firms00423nas a2200109   4500008004100000245006000041210006000101260002200161653001500183100002200198856009300220       2003                        eng d00aExamining the life facet impact of involuntary job loss0 aExamining the life facet impact of involuntary job loss  aSeattle, WAc200310aManagement1 aRyan, Fran, McKee  u/biblio/examining-life-facet-impact-involuntary-job-loss00579nas a2200145   4500008004100000245009100041210006900132260000900201653001500210653003200225100001800257700001600275700001600291856012600307       2003                        eng d00aFamily business leadership: An agency and stewardship theories life cycle perspective.0 aFamily business leadership An agency and stewardship theories li  c200310aManagement10aStrategy & Entrepreneurship1 aCraig, Justin1 aGreen, Mark1 aMoores, Ken  u/biblio/family-business-leadership-agency-and-stewardship-theories-life-cycle-perspective00643nas a2200169   4500008004100000245010300041210006900144260000900213300001200222490000600234653001500240653003200255100001800287700001800305700002200323856012800345       2003                        eng d00aInhibitors and enhancers: The role of internal and external stakeholders in the transition process0 aInhibitors and enhancers The role of internal and external stake  c2003  a125-1390 v410aManagement10aStrategy & Entrepreneurship1 aKedia, B., L.1 aDibrell, Clay1 aHarveston, P., D.  u/biblio/inhibitors-and-enhancers-role-internal-and-external-stakeholders-transition-process00558nas a2200133   4500008004100000245010300041210006900144260002200213653001500235100002100250700001300271700001800284856012200302       2003                        eng d00aMaking the Most of Global Reach: Toward a Model of the Impact of National Culture on Issue Selling0 aMaking the Most of Global Reach Toward a Model of the Impact of   aSeattle, WAc200310aManagement1 aBaldridge, David1 aLing, Y.1 aFloyd, S., F.  u/biblio/making-most-global-reach-toward-model-impact-national-culture-issue-selling-000372nas a2200121   4500008004100000245002800041210002800069260002400097653002900121653001500150100001800165856006700183       2003                        eng d00aPresentation at Seminar0 aPresentation at Seminar  aCorvallis, ORc200310aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-seminar-000481nas a2200121   4500008004100000245007200041210006900113260000900182653002900191653001500220100001800235856010600253       2003                        eng d00aPresentation for the Forest Products Management Development Program0 aPresentation for the Forest Products Management Development Prog  c200310aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-forest-products-management-development-program-000550nas a2200121   4500008004100000245010600041210006900147260000900216653001500225653003200240100002000272856013600292       2003                        eng d00aPresentation on strategic planning concepts and a framework for self evaluation of DPMA organizations0 aPresentation on strategic planning concepts and a framework for   c200310aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/presentation-strategic-planning-concepts-and-framework-self-evaluation-dpma-organizations-000577nas a2200145   4500008004100000245008500041210006900126260002200195653001500217100002200232700001300254700002000267700002000287856012400307       2003                        eng d00aPsychological and physical well-being during unemployment: A meta-analytic study0 aPsychological and physical wellbeing during unemployment A metaa  aSeattle, WAc200310aManagement1 aRyan, Fran, McKee1 aSong, Z.1 aWanberg, C., R.1 aKinicki, A., J.  u/biblio/psychological-and-physical-well-being-during-unemployment-meta-analytic-study-000525nas a2200121   4500008004100000245009600041210006900137260001800206653001500224100001700239700001500256856013200271       2003                        eng d00aRe-examining the Relationship between Operational Flexibility and Environmental Uncertainty0 aReexamining the Relationship between Operational Flexibility and  aSeattlec200310aManagement1 aPagell, Mark1 aKrause, D.  u/biblio/re-examining-relationship-between-operational-flexibility-and-environmental-uncertainty00732nas a2200181   4500008004100000245012300041210006900164260003200233653002100265653001500286653003200301100001800333700001400351700001600365700001500381700001600396856013800412       2003                        eng d00aA resource-based view and market orientation theory examination of the role of "familiness" in family business success0 aresourcebased view and market orientation theory examination of   aLausanne, Switzerlandc200310aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDown, Jon1 aGreen, Mark1 aHansen, E.1 aJohnson, A.  u/biblio/resource-based-view-and-market-orientation-theory-examination-role-familiness-family-business00621nas a2200145   4500008004100000245011600041210006900157260002200226653001500248100002200263700001900285700002000304700002000324856013100344       2003                        eng d00aThe role of work locus of control and supportive co-workers on active coping and well-being in Chinese managers0 arole of work locus of control and supportive coworkers on active  aOrlando, FLc200310aManagement1 aRyan, Fran, McKee1 aSrivastava, A.1 aBlakely, G., L.1 aAndrews, M., C.  u/biblio/role-work-locus-control-and-supportive-co-workers-active-coping-and-well-being-chinese00610nas a2200145   4500008004100000245010000041210006900141260002200210653002100232653001500253653003200268100001800300700001400318856013200332       2003                        eng d00aStrategic Planning Flexibility and Firm Performance Under Distinct Competitive Strategy Choices0 aStrategic Planning Flexibility and Firm Performance Under Distin  aSeattle, WAc200310aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDown, Jon  u/biblio/strategic-planning-flexibility-and-firm-performance-under-distinct-competitive-strategy00551nas a2200133   4500008004100000245008500041210006900126260002100195653001500216653003200231100001800263700001600281856012000297       2003                        eng d00aStrategic Planning Lessons from Successful Vertically Integrated Food Processors0 aStrategic Planning Lessons from Successful Vertically Integrated  aBiloxi, MSc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aJohnson, A.  u/biblio/strategic-planning-lessons-successful-vertically-integrated-food-processors00593nas a2200145   4500008004100000245008700041210006900128260002400197653002100221653001500242653003200257100001400289700001800303856012600321       2003                        eng d00aStrategy process insights: Achieving planning discipline and strategic flexibility0 aStrategy process insights Achieving planning discipline and stra  aHartford, CT.c200310aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aDibrell, Clay  u/biblio/strategy-process-insights-achieving-planning-discipline-and-strategic-flexibility00605nas a2200133   4500008004100000245011600041210006900157260002400226653001500250653003200265100001800297700001800315856013800333       2003                        eng d00aStrengthening the strategic flexibility-performance relationship: The role of IT among internationalizing firms0 aStrengthening the strategic flexibilityperformance relationship   aBaltimore, MDc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.  u/biblio/strengthening-strategic-flexibility-performance-relationship-role-it-among-internationalizing00309nas a2200109   4500008004100000245002200041210002200063260002100085653001500106100001600121856006200137       2003                        eng d00aSuccession Basics0 aSuccession Basics  aEugene, ORc200310aManagement1 aGreen, Mark  u/biblio/succession-basics00460nas a2200133   4500008004100000245004700041210004600088260002200134653001500156653003200171100001800203700001800221856008700239       2003                        eng d00aTime-based strategies and firm performance0 aTimebased strategies and firm performance  aSeattle, WAc200310aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.  u/biblio/time-based-strategies-and-firm-performance00636nas a2200145   4500008004100000245011700041210006900158260002300227653001500250653001500265653003200280100002000312700002200332856013600354       2003                        eng d00aTopic presentation on entrepreneurship in 91���� and how the OSU-COB is key to economic development in the state0 aTopic presentation on entrepreneurship in 91���� and how the OSU  aPortland, ORc200310aAccounting10aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas1 aKleinsorge, Ilene  u/biblio/topic-presentation-entrepreneurship-oregon-and-how-osu-cob-key-economic-development-state-000601nas a2200145   4500008004100000245010100041210006900142260002100211653001500232653003200247100001800279700001700297700001200314856012900326       2002                        eng d00aAdequate measurement isn't just "nice:" A review of measurement practices in management research0 aAdequate measurement isnt just nice A review of measurement prac  aDenver, COc200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aCogliser, C.1 aHua, S.  u/biblio/adequate-measurement-isnt-just-nice-review-measurement-practices-management-research01509nas a2200181   4500008004100000245009400041210006900135260000900204300001000213490000700223520086300230653001501093100002401108700002201132700002901154700002401183856012001207       2002                        eng d00aAssessing the construct validity of the Job Descriptive Index: A review and meta-analysis0 aAssessing the construct validity of the Job Descriptive Index A   c2002  a14-320 v873 aThe construct validity of the Job Descriptive Index (JDI) was investigated by using a meta-analysis to summarize previous empirical studies that examined antecedents, correlates, and consequences of job satisfaction. In total, 79 unique correlates with a combined total of 1,863 correlations were associated with the JDI subdimensions. The construct validity of the JDI was supported by (a) acceptable estimates of internal consistency and test-retest reliability, (b) results that conform to a nomological network of job satisfaction relationships, and (c) demonstrated convergent and discriminant validity. Contrasting results with previous meta-analytic findings offered further support for the JDI's construct validity. Limitations of the JDI and suggestions for future research are discussed. (PsycINFO Database Record (c) 2006 APA, all rights reserved)10aManagement1 aKinicki, Angelo, J.1 aRyan, Fran, McKee1 aSchriesheim, Chester, A.1 aCarson, Kenneth, P.  u/biblio/assessing-construct-validity-job-descriptive-index-review-and-meta-analysis00547nas a2200109   4500008004100000245013900041210006900180260002100249653001500270100002100285856013100306       2002                        eng d00aBarriers to the Accommodation of People with Disabilities: An Examination of the Information Processing that Shapes Request Likelihood0 aBarriers to the Accommodation of People with Disabilities An Exa  aDenver, COc200210aManagement1 aBaldridge, David  u/biblio/barriers-accommodation-people-disabilities-examination-information-processing-shapes-000623nas a2200145   4500008004100000245010300041210006900144260002200213653001500235653003200250100001800282700002200300700001800322856013700340       2002                        eng d00aCompetitive Strategy, IT Asset Investment and Firm Performance: Implications for Born Global Firms0 aCompetitive Strategy IT Asset Investment and Firm Performance Im  aBoulder, COc200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aHarveston, P., D.1 aDavis, P., S.  u/biblio/competitive-strategy-it-asset-investment-and-firm-performance-implications-born-global-firms00498nas a2200145   4500008004100000245005200041210005200093260002100145653001500166653003200181100001800213700001800231700001700249856008600266       2002                        eng d00aDevelopment of an integrated supply chain model0 aDevelopment of an integrated supply chain model  aDallas, TXc200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aSakaguchi, T.1 aNicovich, S.  u/biblio/development-integrated-supply-chain-model00559nas a2200109   4500008004100000245014700041210006900188260002400257653001500281100001600296856013700312       2002                        eng d00aEffectively Operating, Protecting, and Preserving the Family Business:  How to make it work for both family members and the non-family members0 aEffectively Operating Protecting and Preserving the Family Busin  aMt. Angel, ORc200210aManagement1 aGreen, Mark  u/biblio/effectively-operating-protecting-and-preserving-family-business-how-make-it-work-both-family00541nas a2200121   4500008004100000245010800041210006900149260002000218653001500238100002100253700001800274856012700292       2002                        eng d00aThe Everyday ADA: The Influence of Requesters' Assessments on Decisions to ask for Needed Accommodation0 aEveryday ADA The Influence of Requesters Assessments on Decision  aDenver COc200210aManagement1 aBaldridge, David1 aVeiga, J., F.  u/biblio/everyday-ada-influence-requesters-assessments-decisions-ask-needed-accommodation-001113nas a2200169   4500008004100000245008400041210006900125260000900194300001200203490000700215520052000222653001500742653003200757100001600789700001800805856012000823       2002                        eng d00aHow and why Norwegian MNCs commit resources abroad: Beyond choice of entry mode0 aHow and why Norwegian MNCs commit resources abroad Beyond choice  c2002  a119-1400 v423 aThis study provides a model of MNC's commitment of resources in foreign countries. The results suggest that the strategic motives are important to MNC's decisions. * The data is based on Norwegian MNC's activities in Sweden, Germany, the United Kingdom, Spain, Poland, Japan, and the United States. Key Results * This research reveals how and why firm-specific, location-specific, and transaction-specific variables need to be supplemented by strategic factors to fully understand MNC's resource commitments abroad.10aManagement10aStrategy & Entrepreneurship1 aRandøy, T.1 aDibrell, Clay  u/biblio/how-and-why-norwegian-mncs-commit-resources-abroad-beyond-choice-entry-mode00607nas a2200169   4500008004100000245009100041210006900132260000900201300001200210490000700222653001500229653003200244100001800276700001800294700001300312856011200325       2002                        eng d00aThe impact of time on the strategy-performance relationship: Implications for managers0 aimpact of time on the strategyperformance relationship Implicati  c2002  a339-3470 v3110aManagement10aStrategy & Entrepreneurship1 aDavis, P., S.1 aDibrell, Clay1 aJanz, B.  u/biblio/impact-time-strategy-performance-relationship-implications-managers00535nas a2200133   4500008004100000245009500041210006900136260001700205653001500222100001700237700001300254700001300267856012100280       2002                        eng d00aThe Importance of National Culture in Operations Management Research: An Exploratory Study0 aImportance of National Culture in Operations Management Research  aDenverc200210aManagement1 aPagell, Mark1 aKatz, J.1 aSheu, C.  u/biblio/importance-national-culture-operations-management-research-exploratory-study00544nas a2200145   4500008004100000245006800041210006300109260002100172653001500193653003200208100001800240700001800258700002200276856010000298       2002                        eng d00aThe influence of internationalization on time-based competition0 ainfluence of internationalization on timebased competition  aDenver, COc200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aHarveston, P., D.  u/biblio/influence-internationalization-time-based-competition-000583nas a2200145   4500008004100000245008400041210006900125260002400194653001500218653003200233100001800265700001600283700001800299856012000317       2002                        eng d00aLeadership, competitive environments and firm performance in closely held firms0 aLeadership competitive environments and firm performance in clos  aParis, Francec200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aRandøy, T.1 aDavis, P., S.  u/biblio/leadership-competitive-environments-and-firm-performance-closely-held-firms01475nas a2200181   4500008004100000245012000041210006900161260000900230300001200239490000700251520079500258653001501053653003201068100002101100700001801121700001701139856013701156       2002                        eng d00aLong- vs. short-term performance perspectives of Western European, Japanese, and U.S. countries: where do they lie?0 aLong vs shortterm performance perspectives of Western European J  c2002  a245-2550 v373 aThis paper examines the differences between Eastern and Western companies regarding long- vs. short-term orientations. Utilizing Hofstede's long-term orientation index, this study scrutinizes both long- and short-term performance measurements for companies from Western Europe, Japan, and the United States. The findings suggest that Western European companies place an equally higher priority on both long- and short-term measures of performance compared to companies from Japan and the United States. Additionally, Japanese companies were postulated by the literature to employ a long-term orientation toward company performance greater than U.S. companies. However, our results do not support this statement, as U.S. and Japanese companies were not statistically significantly different.10aManagement10aStrategy & Entrepreneurship1 aPeterson, R., L.1 aDibrell, Clay1 aPett, T., L.  u/biblio/long-vs-short-term-performance-perspectives-western-european-japanese-and-us-countries-where00489nas a2200145   4500008004100000245005400041210005000095260000900145653002100154653001500175653003200190100001900222700001400241856008800255       2002                        eng d00aA Method for Better Understanding "Understanding"0 aMethod for Better Understanding Understanding  c200210aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aKing, Jonathan1 aDown, Jon  u/biblio/method-better-understanding-understanding-000497nas a2200133   4500008004100000245007000041210006800111260000900179653001500188100001900203700001700222700001800239856010600257       2002                        eng d00aA Method for Revealing Organizational Contexts and Why It Matters0 aMethod for Revealing Organizational Contexts and Why It Matters  c200210aManagement1 aKing, Jonathan1 aBella, David1 aKailin, David  u/biblio/method-revealing-organizational-contexts-and-why-it-matters-001595nas a2200169   4500008004100000245007600041210006900117260000900186300001200195490000700207520102300214653001501237653003201252100001801284700001501302856010801317       2002                        eng d00aOrganization design: The continuing influence of information technology0 aOrganization design The continuing influence of information tech  c2002  a620-6270 v403 aDrawing from an information processing perspective, this paper examines how information technology (IT) has been a catalyst in the development of new forms of organizational structures. The article draws a historical linkage between the relative stability of an organization's task environment starting after the Second World War to the present environmental instability that now characterizes many industries. Specifically, the authors suggest that advances in IT have enabled managers to adapt existing forms and create new models for organizational design that better fit requirements of an unstable environment. Time has seemingly borne out this hypothesis as the bureaucratic structure evolved to the matrix to the network and now to the emerging shadow structure. IT has gone from a support mechanism to a substitute for organizational structures in the form of the shadow structure. The article suggests that the evolving and expanding role of IT will continue for organizations that face unstable environments.10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aMiller, T.  u/biblio/organization-design-continuing-influence-information-technology00398nas a2200121   4500008004100000245004000041210004000081260000900121653001500130653003200145100002000177856007900197       2002                        eng d00aPresentation to CWEST Futures Group0 aPresentation to CWEST Futures Group  c200210aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/presentation-cwest-futures-group-000478nas a2200121   4500008004100000245006900041210006800110260000900178653002900187653001500216100001800231856010700249       2002                        eng d00aPresentation to 91���� Governor's International Trade Roundtable0 aPresentation to 91���� Governors International Trade Roundtable  c200210aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-oregon-governors-international-trade-roundtable-000481nas a2200121   4500008004100000245007100041210006900112260000900181653002900190653001500219100001800234856010700252       2002                        eng d00aPresentation to 91���� University System of Higher Education Board0 aPresentation to 91���� University System of Higher Education Boa  c200210aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-oregon-university-system-higher-education-board-000440nas a2200121   4500008004100000245005700041210005700098260000900155653002900164653001500193100001800208856009200226       2002                        eng d00aPresentation to the 91���� Forest Industries Council0 aPresentation to the 91���� Forest Industries Council  c200210aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-oregon-forest-industries-council-000451nas a2200121   4500008004100000245005400041210005400095260002400149653001500173653003200188100002000220856008900240       2002                        eng d00aPresentation to the OSU Native American Institute0 aPresentation to the OSU Native American Institute  aCorvallis, ORc200210aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/presentation-osu-native-american-institute-000478nas a2200121   4500008004100000245007000041210006900111260000900180653002900189653001500218100001800233856010500251       2002                        eng d00aPresentation to the Western Forestry and Conservation Association0 aPresentation to the Western Forestry and Conservation Associatio  c200210aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-western-forestry-and-conservation-association-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-000689nas a2200145   4500008004100000245016800041210006900209260003200278653001500310653003200325100001800357700002200375700001800397856012800415       2002                        eng d00aRevisiting the complex relationship between multinational enterprises and organizations in transitions economies through the logic of the Copenhagen Interpretation0 aRevisiting the complex relationship between multinational enterp  aSan Juan, Puerto Ricoc200210aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aHarveston, P., D.1 aKedia, B., L.  u/biblio/revisiting-complex-relationship-between-multinational-enterprises-and-organizations00615nas a2200145   4500008004100000245010600041210006900147260002300216653002100239653001500260653003200275100001400307700001800321856013000339       2002                        eng d00aThe second coming of deliberate strategic planning processes:  Insights gained from a global industry0 asecond coming of deliberate strategic planning processes Insight  aSanta Fe, NMc200210aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aDibrell, Clay  u/biblio/second-coming-deliberate-strategic-planning-processes-insights-gained-global-industry00605nas a2200145   4500008004100000245009800041210006900139260002400208653002100232653001500253653003200268100001800300700001400318856012700332       2002                        eng d00aStrategic thinking in a global industry: Strategy process insights from forest products firms0 aStrategic thinking in a global industry Strategy process insight  aParis, Francec200210aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDown, Jon  u/biblio/strategic-thinking-global-industry-strategy-process-insights-forest-products-firms00511nas a2200109   4500008004100000245010900041210006900150260002000219653001500239100001700254856013000271       2002                        eng d00aUnderstanding the Factors that Enable and Inhibit the Development of an Integrated Internal Supply Chain0 aUnderstanding the Factors that Enable and Inhibit the Developmen  aSan Diegoc200210aManagement1 aPagell, Mark  u/biblio/understanding-factors-enable-and-inhibit-development-integrated-internal-supply-chain00497nas a2200121   4500008004100000245007900041210006900120260002600189653001500215100001700230700001300247856011500260       2001                        eng d00aBuyer Behaviors and Supply Chain Performance: An International Exploration0 aBuyer Behaviors and Supply Chain Performance An International Ex  aWashington D.C.c200110aManagement1 aPagell, Mark1 aSheu, C.  u/biblio/buyer-behaviors-and-supply-chain-performance-international-exploration00525nas a2200145   4500008004100000245005900041210005800100260002100158653001500179653003200194100001800226700002100244700001800265856009600283       2001                        eng d00aGlobal integrated supply chain: A theoretical typology0 aGlobal integrated supply chain A theoretical typology  aDallas, TXc200110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aNicovich, Stefan1 aSakaguchi, T.  u/biblio/global-integrated-supply-chain-theoretical-typology00583nas a2200145   4500008004100000245008200041210006900123260002800192653001500220653003200235100001800267700002200285700001800307856011200325       2001                        eng d00aThe influence of firm internationalization and cycle time on firm performance0 ainfluence of firm internationalization and cycle time on firm pe  aSydney, Australiac200110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aHarveston, P., D.1 aDavis, P., S.  u/biblio/influence-firm-internationalization-and-cycle-time-firm-performance00644nas a2200145   4500008004100000245014300041210006900184260000900253653002100262653001500283653003200298100001900330700001400349856013500363       2001                        eng d00aAn Interactive Discussion on Why We Don't Have More Cross-Disciplinary Instruction:  Representing Our Own Organizational Learning Failures0 aInteractive Discussion on Why We Dont Have More CrossDisciplinar  c200110aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aKing, Jonathan1 aDown, Jon  u/biblio/interactive-discussion-why-we-dont-have-more-cross-disciplinary-instruction-representing-000387nas a2200121   4500008004100000245003800041210003400079260002400113653001500137100002200152700002000174856007100194       2001                        eng d00aThe life facet impact of job loss0 alife facet impact of job loss  aSan Diego, CAc200110aManagement1 aRyan, Fran, McKee1 aKinicki, A., J.  u/biblio/life-facet-impact-job-loss00634nas a2200145   4500008004100000245012100041210006900162260002600231653001500257653003200272100001800304700001800322700001700340856013100357       2001                        eng d00aA longitudinal analysis of country of origin as a predictor of strategic change and performance in global industries0 alongitudinal analysis of country of origin as a predictor of str  aWashington, D.Cc200110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aPett, T., L.  u/biblio/longitudinal-analysis-country-origin-predictor-strategic-change-and-performance-global00512nas a2200157   4500008004100000245005000041210004500091260002300136653002100159653001500180653003200195100001400227700001900241700001400260856008000274       2001                        eng d00aA Modern Odyssey: The Desire to Know 'Nobody'0 aModern Odyssey The Desire to Know Nobody  aLyon, Francec200110aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aKing, Jonathan1 aBella, D.  u/biblio/modern-odyssey-desire-know-nobody-000524nas a2200133   4500008004100000245007200041210006900113260002700182653001500209100002100224700002200245700001800267856010500285       2001                        eng d00aPaths to Success: Do Male and Female Managers Follow the Same Road?0 aPaths to Success Do Male and Female Managers Follow the Same Roa  aWashington, D.C.c200110aManagement1 aBaldridge, David1 aEddleston, K., A.1 aVeiga, J., F.  u/biblio/paths-success-do-male-and-female-managers-follow-same-road-001321nas a2200169   4500008004100000245007800041210006900119260000900188300001200197490000700209520075500216653001500971100001800986700001801004700001801022856011101040       2001                        eng d00aPeer appraisals: Differentiation of individual performance on group tasks0 aPeer appraisals Differentiation of individual performance on gro  c2001  a333-3450 v403 aThe use of peer appraisals has been widely acclaimed, but how useful are they really? Student groups made non-anonymous ratings of peer performance on two group tasks, and the ratings contributed to the students' course grades. Groups differentiated very little among peers in their performance ratings. Individuals in non-differentiating groups reported more positive distributive and procedural justice, satisfaction, and turnover intent than did individuals in differentiating groups. In differentiating groups, no differences in attitudes were found between individuals who were differentially rewarded or penalized for their performance. Implications for peer appraisal practice and future research are discussed. © 2001 John Wiley & Sons, Inc.10aManagement1 aDrexler, John1 aBeehr, T., A.1 aStetz, T., A.  u/biblio/peer-appraisals-differentiation-individual-performance-group-tasks00509nas a2200121   4500008004100000245007800041210006900119260002400188653002900212653001500241100001800256856011300274       2001                        eng d00aPresentation at the 91���� Family Forestlands Conference0 aPresentation at the 91���� Family Forestlands C  aCorvallis, ORc200110aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-oregon-state-university-family-forestlands-conference-000488nas a2200121   4500008004100000245007500041210006900116260000900185653002900194653001500223100001800238856011000256       2001                        eng d00aPresentation at the World Forestry Center International Forestry Forum0 aPresentation at the World Forestry Center International Forestry  c200110aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-world-forestry-center-international-forestry-forum-000446nas a2200121   4500008004100000245005900041210005900100260000900159653002900168653001500197100001800212856009400230       2001                        eng d00aPresentation to the 91���� Forest Resources Industries0 aPresentation to the 91���� Forest Resources Industries  c200110aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-oregon-forest-resources-industries-000431nas a2200121   4500008004100000245005500041210005500096260000900151653002900160653001500189100001800204856008700222       2001                        eng d00aPresentation to the 91���� State Board of Forestry0 aPresentation to the 91���� State Board of Forestry  c200110aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-oregon-state-board-forestry-000485nas a2200121   4500008004100000245006700041210006700108260002400175653002900199653001500228100001800243856010200261       2001                        eng d00aPresentation to the 91���� Labor Rights Forum0 aPresentation to the 91���� Labor Rights Forum  aCorvallis, ORc200110aGlobal Business Analysis10aManagement1 aLawton, Steve  u/biblio/presentation-oregon-state-university-labor-rights-forum-000562nas a2200133   4500008004100000245009900041210007100140260002400211653001700235653001500252100001500267700002200282856012400304       2001                        eng d00aPricing of Successive Product Releases: e Impact of Prior Versions with Strategic Customers0 aPricing of Successive Product Releases e Impact of Prior Versio  aCharlotte, NCc200110aGen Business10aManagement1 aXu, Shubin1 aPangburn, Michael  u/biblio/pricing-successive-product-releases-e-impact-prior-versions-strategic-customers01049nas a2200169   4500008004100000245005900041210005700100260000900157300001200166490000600178520051900184653001500703653003200718100001700750700001800767856009400785       2001                        eng d00aA process model of global strategic alliance formation0 aprocess model of global strategic alliance formation  c2001  a349-3640 v73 aDevelops a conceptual framework of global strategic alliances by using the hybrid type of organization as part of the framework. The framework illustrates the relationships of various characteristics that might be present in an industry and across national boundaries that would influence alliance participation. The model developed here is based on four echelons, the exploratory, recurrent, relational, and outcome stages. Concludes with some general comments on the proposed global strategic alliance framework.10aManagement10aStrategy & Entrepreneurship1 aPett, T., L.1 aDibrell, Clay  u/biblio/process-model-global-strategic-alliance-formation00582nas a2200133   4500008004100000245011000041210006900151260002700220653001500247100002100262700001300283700001800296856013400314       2001                        eng d00aReading the Winds in Multinational Corporations: The Impact of Cultural Beliefs on Issue Selling Behavior0 aReading the Winds in Multinational Corporations The Impact of Cu  aWashington, D.C.c200110aManagement1 aBaldridge, David1 aLing, Y.1 aFloyd, S., F.  u/biblio/reading-winds-multinational-corporations-impact-cultural-beliefs-issue-selling-behavior-000501nas a2200121   4500008004100000245008300041210006900124260002400193653001500217100001700232700001500249856011500264       2001                        eng d00aRe-Exploring the Relationship Between Flexibility and the External Environment0 aReExploring the Relationship Between Flexibility and the Externa  aSan Franciscoc200110aManagement1 aPagell, Mark1 aKrause, D.  u/biblio/re-exploring-relationship-between-flexibility-and-external-environment00363nas a2200133   4500008004100000245002100041210002100062260002100083653001500104653001700119100001800136700001500154856006000169       2001                        eng d00aTeams in Context0 aTeams in Context  aDallas, TXc200110aManagement10aOSU-Cascades1 aHacker, Marla1 aDoolen, T.  u/biblio/teams-context-000528nas a2200133   4500008004100000245006900041210006700110260002800177653001500205653003200220100001800252700001800270856010600288       2001                        eng d00aTime pacing behaviors and performance: A three-study exploration0 aTime pacing behaviors and performance A threestudy exploration  aSan Francisco, CAc200110aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.  u/biblio/time-pacing-behaviors-and-performance-three-study-exploration00590nas a2200145   4500008004100000245012200041210006900163260000900232300001000241490000700251653001500258100002100273700001800294856013200312       2001                        eng d00aToward greater understanding of the willingness to request an accommodation: Can requesters' beliefs disable the ADA?0 aToward greater understanding of the willingness to request an ac  c2001  a85-990 v2610aManagement1 aBaldridge, David1 aVeiga, J., F.  u/biblio/toward-greater-understanding-willingness-request-accommodation-can-requesters-beliefs-000292nas a2200109   4500008004100000245001300041210001300054260002400067653001500091100002000106856005600126       2001                        eng d00aUntitled0 aUntitled  aCorvallis, ORc200110aManagement1 aGobeli, Corrine  u/biblio/untitled-2000292nas a2200109   4500008004100000245001300041210001300054260002400067653001500091100002000106856005600126       2001                        eng d00aUntitled0 aUntitled  aCorvallis, ORc200110aManagement1 aGobeli, Corrine  u/biblio/untitled-2100355nas a2200109   4500008004100000245004100041210004100082260000900123653001500132100001700147856008100164       2000                        eng d00aBasic Leadership Development Program0 aBasic Leadership Development Program  c200010aManagement1 aMayer, Steve  u/biblio/basic-leadership-development-program00511nas a2200121   4500008004100000245008000041210006900121260002300190653001500213653003200228100002000260856010900280       2000                        eng d00aBusiness plan application to new ventures in the field of energy efficiency0 aBusiness plan application to new ventures in the field of energy  aMonterey, CAc200010aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas  u/biblio/business-plan-application-new-ventures-field-energy-efficiency-000438nas a2200121   4500008004100000245005600041210005600097260002400153653001500177653001700192100001800209856008900227       2000                        eng d00aDeploying Business Strategies into the Organization0 aDeploying Business Strategies into the Organization  aCorvallis, ORc200010aManagement10aOSU-Cascades1 aHacker, Marla  u/biblio/deploying-business-strategies-organization-000304nas a2200109   4500008004100000245002700041210002300068260000900091653001500100100001900115856006000134       2000                        eng d00aThe Language of Health0 aLanguage of Health  c200010aManagement1 aStenson, Julie  u/biblio/language-health00461nas a2200157   4500008004100000245003300041210003300074260000900107653002100116653001500137653003200152100001900184700001400203700001700217856006900234       2000                        eng d00aLearning to Think in Circles0 aLearning to Think in Circles  c200010aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aKing, Jonathan1 aDown, Jon1 aBella, David  u/biblio/learning-think-circles-100618nas a2200145   4500008004100000245011000041210006900151260002200220653001500242653003200257100001800289700001800307700001700325856013000342       2000                        eng d00aA longitudinal analysis of the effects of information technology on firm performance in a global industry0 alongitudinal analysis of the effects of information technology o  aPhoenix, AZc200010aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aPett, T., L.  u/biblio/longitudinal-analysis-effects-information-technology-firm-performance-global-industry00467nas a2200157   4500008004100000245002900041210002900070260002400099653002100123653001500144653003200159100001400191700001900205700001400224856007100238       2000                        eng d00aManaging invisible hands0 aManaging invisible hands  aWaikoloa, HI.c200010aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aKing, Jonathan1 aBella, D.  u/biblio/managing-invisible-hands-000426nas a2200109   4500008004100000245006400041210006400105260000900169653001500178100002300193856010000216       2000                        eng d00aManaging political alliance in pursuit of governance reform0 aManaging political alliance in pursuit of governance reform  c200010aManagement1 aGonzalez, Manolete  u/biblio/managing-political-alliance-pursuit-governance-reform-002056nas a2200157   4500008004100000245006600041210006500107260000900172300001200181490000600193520155000199653001501749100001701764700002301781856009401804       2000                        eng d00aOrganizations and complexity: Searching for the edge of chaos0 aOrganizations and complexity Searching for the edge of chaos  c2000  a319-3370 v63 aTraditional organizational theory advocates increased differentiation and horizontal integration for organizations in unstable environments or with uncertain technologies. This paper seeks to develop a better understanding of the relationship of group structure and the level of interdependency between individuals on group performance under various task complexities. Complexity theory in general, and NK models in particular, are introduced as theoretical frameworks that offer an explanation for group performance. Simulation models are developed, based on the communication network research of Bavelas (1948) and Leavitt (1952), to explore the effects of decentralization and interdependence. The simulation model developed here shows general consistency with previous human subject experiments. However, contrary to predictions, not all decentralized group structures perform well when undertaking complex task assignments. Structures that are highly connected (actors communicating with all others) perform much worse than those with a lower level of connection. Further experiments varying both the number of actors and the degree of interdependence between them find evidence of the “edge of chaos.” This research advances our understanding of organizations beyond earlier models by suggesting that there is an optimal range of interconnectedness between actors or tasks that explains the variation in performance. An intriguing result is that this optimal level of interdependence is fairly low, regardless of the size of the group.10aManagement1 aCarroll, Tim1 aBurton, Richard, M  u/biblio/organizations-and-complexity-searching-edge-chaos00493nas a2200157   4500008004100000245005400041210005200095260000900147300001100156490000700167653001500174100002000189700002000209700002200229856008400251       2000                        eng d00aA panel study of coping with involuntary job loss0 apanel study of coping with involuntary job loss  c2000  a90-1000 v4310aManagement1 aKinicki, A., J.1 aPrussia, G., E.1 aRyan, Fran, McKee  u/biblio/panel-study-coping-involuntary-job-loss01773nas a2200157   4500008004100000245006700041210006400108260000900172300001200181490000800193520125700201653001501458100001801473700001701491856010701508       2000                        eng d00aPartnering:  Why Project Owner-Contractor Relationships Change0 aPartnering Why Project OwnerContractor Relationships Change  c2000  a293-2970 v1263 aOver the last decade, research in the construction industry has explored the owner-contractor relationship in project management resulting in a different paradigm called partnering. Partnering is a relationship characterized by cooperation and collaboration in contrast to the adversarial relationship more commonly experienced between owners and contractors. This study utilized data collected from 276 construction projects to examine the stability in the owner-contractor relationship. Owner-contractor relationships were classified as being adversarial, guarded adversarial, informal partners, or project partners. Fifty-eight percent of the projects experienced some fundamental change in working relationship—either positive or negative. Projects that began as formal partnerships were the most stable with over two thirds ending as they began. Guarded adversarial was the least stable with fewer than 30% maintaining this kind of relationship at the end of the project. Content analysis of the reasons stated for the change revealed factors that contribute to an improvement or deterioration in working relationships. The writers use this analysis to make recommendations for sustaining and improving partnerships between owner and contractors.10aManagement1 aDrexler, John1 aLarson, Erik  u/biblio/partnering-why-project-owner-contractor-relationships-change-000622nas a2200133   4500008004100000245013600041210006900177260002300246653001500269653003200284100002000316700001800336856013400354       2000                        eng d00aPerformance Tested Comfort Systems: Creating a Business Model for Northwest HVAC/Weatherization Contractor Training & Certification0 aPerformance Tested Comfort Systems Creating a Business Model for  aMonterey, CAc200010aManagement10aStrategy & Entrepreneurship1 aDowling, Thomas1 aHewes, Thomas  u/biblio/performance-tested-comfort-systems-creating-business-model-northwest-hvacweatherization-100501nas a2200121   4500008004100000245007400041210006900115260003100184653001500215100001900230700001700249856011300266       2000                        eng d00aPracticing Participatory Diagramming to Enhance Whole Systems Inquiry0 aPracticing Participatory Diagramming to Enhance Whole Systems In  aVictoria,  Australiac200010aManagement1 aKing, Jonathan1 aWilliam, Ray  u/biblio/practicing-participatory-diagramming-enhance-whole-systems-inquiry-000468nas a2200109   4500008004100000245008400041210006900125260000900194653001500203100002000218856012000238       2000                        eng d00aPresentation to Linn Benton Community College Women's Voter Empowerment Program0 aPresentation to Linn Benton Community College Womens Voter Empow  c200010aManagement1 aGobeli, Corrine  u/biblio/presentation-linn-benton-community-college-womens-voter-empowerment-program00401nas a2200109   4500008004100000245005700041210005600098260000900154653001500163100002000178856009300198       2000                        eng d00aPresentation to Ukrainian Women's Leadership Program0 aPresentation to Ukrainian Womens Leadership Program  c200010aManagement1 aGobeli, Corrine  u/biblio/presentation-ukrainian-womens-leadership-program00340nas a2200109   4500008004100000245003300041210002900074260002400103653001500127100001900142856006900161       2000                        eng d00aThe Single Parent Connection0 aSingle Parent Connection  aCorvallis, ORc200010aManagement1 aStenson, Julie  u/biblio/single-parent-connection00339nas a2200109   4500008004100000245003000041210003000071260002400101653001500125100001900140856007000159       2000                        eng d00aSingle Parenting Families0 aSingle Parenting Families  aCorvallis, ORc200010aManagement1 aStenson, Julie  u/biblio/single-parenting-families00561nas a2200145   4500008004100000245007600041210006900117260002600186653001500212653003200227100001800259700001800277700001300295856010700308       2000                        eng d00aThe strategy-performance relationship: Time the complementary dimension0 astrategyperformance relationship Time the complementary dimensio  aToronto, Canadac200010aManagement10aStrategy & Entrepreneurship1 aDibrell, Clay1 aDavis, P., S.1 aJanz, B.  u/biblio/strategy-performance-relationship-time-complementary-dimension00341nas a2200109   4500008004100000245003200041210003100073260002100104653001500125100001900140856007200159       2000                        eng d00aStrengthening Step-Families0 aStrengthening StepFamilies  aAlbany, ORc200010aManagement1 aStenson, Julie  u/biblio/strengthening-step-families00315nas a2200109   4500008004100000245002200041210002200063260002400085653001500109100001900124856006200143       2000                        eng d00aStress Management0 aStress Management  aCorvallis, ORc200010aManagement1 aStenson, Julie  u/biblio/stress-management00357nas a2200109   4500008004100000245003900041210003800080260002400118653001500142100001900157856007100176       2000                        eng d00aStress- the End Result of Conflict0 aStress the End Result of Conflict  aCorvallis, ORc200010aManagement1 aStenson, Julie  u/biblio/stress-end-result-conflict00338nas a2200109   4500008004100000245003400041210003400075260000900109653001500118100001900133856007600152       2000                        eng d00aSystems Learning and Practice0 aSystems Learning and Practice  c200010aManagement1 aKing, Jonathan  u/biblio/systems-learning-and-practice-000349nas a2200109   4500008004100000245003700041210003700078260001300115653001500128100001900143856007700162       2000                        eng d00aUnderstanding and Managing Anger0 aUnderstanding and Managing Anger  aORc200010aManagement1 aStenson, Julie  u/biblio/understanding-and-managing-anger00580nas a2200133   4500008004100000245011800041210006900159260001800228653001500246100001700261700001300278700001800291856013700309       2000                        eng d00aUnderstanding Suppliers' Responses to Uncertainty: Extending The Miles And Snow Typology To Supply Chain Behavior0 aUnderstanding Suppliers Responses to Uncertainty Extending The M  aOrlandoc200010aManagement1 aPagell, Mark1 aKatz, J.1 aBloodgood, J.  u/biblio/understanding-suppliers-responses-uncertainty-extending-miles-and-snow-typology-supply-chain01117nas a2200169   4500008004100000245009900041210006900140260000900209300001200218490000700230520050200237653001500739653001500754100001800769700002200787856013800809       2000                        eng d00aUsing total quality processes and learning outcome assessments to develop management curricula0 aUsing total quality processes and learning outcome assessments t  c2000  a167-1820 v243 aA process was designed to identify what total quality skills should be included in the authors curriculum and howto deliver them. Customer data led the authors to change their focus toward exploring and assessing what they do in the entire curriculum. The emphasis on learning outcomes is a theme in American Assembly of Collegiate Schools of Business and education reform. The authors summarize things learned that may help others avoid certain pitfalls and build on the authors progress to date.10aAccounting10aManagement1 aDrexler, John1 aKleinsorge, Ilene  u/biblio/using-total-quality-processes-and-learning-outcome-assessments-develop-management-curricula-000547nas a2200121   4500008004100000245010900041210006900150260002600219653001500245100001800260700001700278856013000295       2000                        eng d00aWebsite creation: Integrating information technology skills into the international management curriculum0 aWebsite creation Integrating information technology skills into   aToronto, Canadac200010aManagement1 aDrexler, John1 aLarson, Erik  u/biblio/website-creation-integrating-information-technology-skills-international-management-001662nas a2200169   4500008004100000245004800041210004400089260000900133300001200142490000700154520119600161653001501357100001701372700001901389700001901408856006501427       1999                        eng d00aThe coevolution of new organizational forms0 acoevolution of new organizational forms  c1999  a535-5500 v103 aThis paper outlines an alternative theory of organization-environment coevolution that generalizes a model of organization adaptation first proposed by March (1991), linking firm-level exploration and exploitation adaptations to changes in the population of organizations. The theory considers organizations, their populations, and their environments as the interdependent outcome of managerial actions, institutional influences, and extra-institutional changes (technological, sociopolitical, and other environmental phenomena). In particular, the theory incorporates potential differences and equifinal outcomes related to country-specific variation. The basic theses of this paper are that firm strategic and organization adaptations coevolve with changes in the environment (competitive dynamics, technological, and institutional) and organization population and forms, and that new organizational forms can mutate and emerge from the existing population of organizations. The theory has guided a multicountry research collaboration on strategic and organization adaptations and the mutation and emergence of new organizational forms from within the existing population of organizations.10aManagement1 aCarroll, Tim1 aLong, Chris, P1 aLewin, Arie, Y  uhttps://pubsonline.informs.org/doi/abs/10.1287/orsc.10.5.53500495nas a2200121   4500008004100000245007600041210006900117260002300186653001500209653001700224100001800241856011400259       1999                        eng d00aDesigning Performance Measurement Systems for Assessment and Evaluation0 aDesigning Performance Measurement Systems for Assessment and Eva  aPortland, ORc199910aManagement10aOSU-Cascades1 aHacker, Marla  u/biblio/designing-performance-measurement-systems-assessment-and-evaluation-000400nas a2200121   4500008004100000245004100041210004100082260002200123653001500145653001700160100001800177856008300195       1999                        eng d00aManaging Organizational Change Today0 aManaging Organizational Change Today  aChicago, ILc199910aManagement10aOSU-Cascades1 aHacker, Marla  u/biblio/managing-organizational-change-today-000558nas a2200145   4500008004100000245007400041210006900115260002300184653002100207653001500228653003200243100001400275700001900289856010400308       1999                        eng d00aTowards a science of stories:  Implications for management education.0 aTowards a science of stories Implications for management educati  aChicago, IL.c199910aEntrepreneurship10aManagement10aStrategy & Entrepreneurship1 aDown, Jon1 aKing, Jonathan  u/biblio/towards-science-stories-implications-management-education-100461nas a2200121   4500008004100000245006100041210006100102260002300163653001500186653001700201100001800218856010300236       1998                        eng d00aDesigning and Installing Performance Measurement Systems0 aDesigning and Installing Performance Measurement Systems  aPortland, ORc199810aManagement10aOSU-Cascades1 aHacker, Marla  u/biblio/designing-and-installing-performance-measurement-systems-000461nas a2200145   4500008004100000245005200041210005100093260000900144653000800153653001500161100001700176700001900193700001800212856008500230       1998                        eng d00aUsing a Computer-Based Version of the Beer Game0 aUsing a ComputerBased Version of the Beer Game  c199810aBIS10aManagement1 aLarson, Erik1 aCoakley, James1 aDrexler, John  u/biblio/using-computer-based-version-beer-game-000453nas a2200121   4500008004100000245006100041210006000102260002200162653001500184653001700199100001800216856009700234       1996                        eng d00aResearch: A Missing Link in Successful TQ Implementation0 aResearch A Missing Link in Successful TQ Implementation  aMinneapolisc199610aManagement10aOSU-Cascades1 aHacker, Marla  u/biblio/research-missing-link-successful-tq-implementation-000374nas a2200121   4500008004100000245003800041210003800079260000900117653001500126653001700141100001800158856007600176       1995                        eng d00aInterviewing Skills for Engineers0 aInterviewing Skills for Engineers  c199510aManagement10aOSU-Cascades1 aHacker, Marla  u/biblio/interviewing-skills-engineers-000390nas a2200121   4500008004100000245004300041210004300084260000900127653001500136653001700151100001800168856008200186       1992                        eng d00aCharacteristics of Successful Managers0 aCharacteristics of Successful Managers  c199210aManagement10aOSU-Cascades1 aHacker, Marla  u/biblio/characteristics-successful-managers-100390nas a2200121   4500008004100000245004300041210004300084260000900127653001500136653001700151100001800168856008200186       1990                        eng d00aCharacteristics of Successful Managers0 aCharacteristics of Successful Managers  c199010aManagement10aOSU-Cascades1 aHacker, Marla  u/biblio/characteristics-successful-managers-200389nas a2200121   4500008004100000245004300041210004100084260000900125653001500134653001700149100001800166856008300184       1990                        eng d00aA Manufacturing Reliability Case Study0 aManufacturing Reliability Case Study  c199010aManagement10aOSU-Cascades1 aHacker, Marla  u/biblio/manufacturing-reliability-case-study-000477nas a2200121   4500008004100000245007700041210006900118260000900187653001500196653001700211100001800228856010900246       1989                        eng d00aUsing the Quality of Process Review to Improve Manufacturing Performance0 aUsing the Quality of Process Review to Improve Manufacturing Per  c198910aManagement10aOSU-Cascades1 aHacker, Marla  u/biblio/using-quality-process-review-improve-manufacturing-performance-000579nas a2200133   4500008004000000245012500040210006900165260001800234653001500252100001800267700001500285700001500300856013000315       0                           engd00aAspiring to be an Entrepreneur while on Paid Employment: A Moderated Mediation Model of Entrepreneur Identity Aspiration0 aAspiring to be an Entrepreneur while on Paid Employment A Modera  c2023 In Press10aManagement1 aPaterson, Ted1 aHuang, Lei1 aLi, Xiaolu  u/biblio/aspiring-be-entrepreneur-while-paid-employment-moderated-mediation-model-entrepreneur00539nas a2200133   4500008004000000245008900040210006900129260001800198653001500216100001800231700001600249700001500265856012500280       0                           engd00aBeyond Relevance and towards Usefulness: Implications of Academic Perspective Taking0 aBeyond Relevance and towards Usefulness Implications of Academic  c2023 In Press10aManagement1 aPaterson, Ted1 aHarms, P, D1 aBass, Erin  u/biblio/beyond-relevance-and-towards-usefulness-implications-academic-perspective-taking00606nas 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-raters00616nas a2200145   4500008004000000245012100040210006900161260001800230653001500248100001500263700001700278700002000295700002200315856013300337       0                           engd00aUnpacking on-task effort in performance-based learning: Information-knowledge gaps guide effort allocation decisions0 aUnpacking ontask effort in performancebased learning Information  c2023 In Press10aManagement1 aHardy, Jay1 aDay, Eric, A1 aNorth, Maddison1 aRockwood, Justine  u/biblio/unpacking-task-effort-performance-based-learning-information-knowledge-gaps-guide-effort00467nas a2200145   4500008004000000245004800040210004700088260001800135653001500153100001500168700001900183700001700202700001700219856008500236       0                           engd00aUsing Deep Learning in Pre-hire Assessments0 aUsing Deep Learning in Prehire Assessments  c2023 In Press10aManagement1 aHardy, Jay1 aGibson, Carter1 aKoenig, Nick1 aFrost, Scott  u/biblio/using-deep-learning-pre-hire-assessments00547nas 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-consequences00762nas a2200145   4500008004000000245008900040210006900129260001800198520021300216653001500429653001700444100001900461700002000480856011600500       0                           engd00aYes, and…: Taming the wicked problem and navigating the empathy-efficiency paradox.0 aYes and Taming the wicked problem and navigating the empathyeffi  c2022 In Press3 aCommentary in response to a focal article A call to action: Taking the untenable out of women professors’ pregnancy, postpartum, and caregiving demands. Commentary focused on the efficiency-empathy paradox.10aManagement10aOSU-Cascades1 aHowes, Satoris1 aHuffman, Ann, H  u/biblio/yes-and-taming-wicked-problem-and-navigating-empathy-efficiency-paradox