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  Subjects -> ENVIRONMENTAL STUDIES (Total: 766 journals)
    - ENVIRONMENTAL STUDIES (702 journals)
    - POLLUTION (22 journals)
    - WASTE MANAGEMENT (9 journals)

ENVIRONMENTAL STUDIES (702 journals)            First | 1 2 3 4 5 6 7 8     

International innovation. Environment     Open Access  
International Journal of Acarology     Hybrid Journal   (Followers: 1)
International Journal of Advancement in Earth and Enviromental Sciences     Open Access   (Followers: 2)
International Journal of African Renaissance Studies - Multi-, Inter- and Transdisciplinarity     Hybrid Journal   (Followers: 2)
International Journal of Agricultural and Environmental Information Systems     Full-text available via subscription   (Followers: 1)
International Journal of Alternative Propulsion     Hybrid Journal   (Followers: 1)
International Journal of Applied Psychoanalytic Studies     Hybrid Journal   (Followers: 2)
International Journal of Chinese Culture and Management     Hybrid Journal   (Followers: 1)
International Journal of Corrosion     Open Access   (Followers: 10)
International Journal of Critical Infrastructures     Hybrid Journal   (Followers: 3)
International Journal of Disaster Risk Reduction     Hybrid Journal   (Followers: 5)
International Journal of Disaster Risk Science     Open Access   (Followers: 8)
International Journal of Ecological Economics and Statistics     Full-text available via subscription   (Followers: 1)
International Journal of Ecology     Open Access   (Followers: 8)
International Journal of Ecology & Development     Full-text available via subscription   (Followers: 1)
International Journal of Energy and Environmental Engineering     Open Access   (Followers: 2)
International Journal of Environment     Open Access   (Followers: 3)
International Journal of Environment and Health     Hybrid Journal   (Followers: 7)
International Journal of Environment and Pollution     Hybrid Journal   (Followers: 6)
International Journal of Environment and Sustainable Development     Hybrid Journal   (Followers: 13)
International Journal of Environment and Waste Management     Hybrid Journal   (Followers: 6)
International Journal of Environment, Workplace and Employment     Hybrid Journal   (Followers: 3)
International Journal of Environmental Engineering     Hybrid Journal   (Followers: 5)
International Journal of Environmental Health Engineering     Open Access  
International Journal of Environmental Health Research     Hybrid Journal   (Followers: 3)
International Journal of Environmental Policy and Decision Making     Hybrid Journal   (Followers: 10)
International Journal of Environmental Protection     Open Access   (Followers: 12)
International Journal of Environmental Research and Public Health     Open Access   (Followers: 14)
International Journal of Environmental Science and Technology     Hybrid Journal   (Followers: 4)
International Journal of Environmental Studies     Hybrid Journal   (Followers: 11)
International Journal of Exergy     Hybrid Journal   (Followers: 3)
International Journal of Forest, Soil and Erosion     Open Access   (Followers: 3)
International Journal of Global Environmental Issues     Hybrid Journal   (Followers: 4)
International Journal of Global Warming     Hybrid Journal   (Followers: 5)
International Journal of Greenhouse Gas Control     Partially Free   (Followers: 5)
International Journal of Health Planning and Management     Hybrid Journal   (Followers: 6)
International Journal of Hygiene and Environmental Health     Hybrid Journal   (Followers: 5)
International Journal of Logistics Research and Applications : A Leading Journal of Supply Chain Management     Hybrid Journal   (Followers: 9)
International Journal of Philosophical Studies     Hybrid Journal   (Followers: 3)
International Journal of Phytoremediation     Hybrid Journal   (Followers: 1)
International Journal of Process Systems Engineering     Hybrid Journal   (Followers: 1)
International Journal of Recycling of Organic Waste in Agriculture     Open Access   (Followers: 1)
International Journal of Regulation and Governance     Hybrid Journal   (Followers: 2)
International Journal of Reliability and Safety     Hybrid Journal   (Followers: 5)
International Journal of Renewable Energy Development     Open Access   (Followers: 5)
International Journal of Social Sciences and Management     Open Access  
International Journal of Soil, Sediment and Water     Open Access   (Followers: 8)
International Journal of Stress Management     Full-text available via subscription   (Followers: 8)
International Journal of Sustainable Construction Engineering and Technology     Open Access   (Followers: 7)
International Journal of Sustainable Engineering     Hybrid Journal   (Followers: 7)
International Journal of Sustainable Materials and Structural Systems     Hybrid Journal   (Followers: 5)
International Journal of Sustainable Society     Hybrid Journal   (Followers: 7)
International Journal of Testing     Hybrid Journal   (Followers: 1)
International Journal of the Commons     Open Access   (Followers: 2)
International Journal of Toxicology     Hybrid Journal   (Followers: 6)
International Journal of Water Resources and Environmental Engineering     Open Access  
International Review of Environmental and Resource Economics     Full-text available via subscription  
International Studies in the Philosophy of Science     Hybrid Journal   (Followers: 9)
Interventions : International Journal of Postcolonial Studies     Hybrid Journal   (Followers: 5)
IOP Conference Series: Earth and Environmental Science     Open Access   (Followers: 7)
Iranian Journal of Environmental Health Science & Engineering     Open Access   (Followers: 1)
Iranian Studies     Hybrid Journal   (Followers: 8)
Irish Educational Studies     Hybrid Journal   (Followers: 1)
Irish Journal of Earth Sciences     Full-text available via subscription  
Irish Political Studies     Hybrid Journal   (Followers: 7)
ISLE: Interdisciplinary Studies in Literature and Environment     Hybrid Journal   (Followers: 2)
Isotopes in Environmental and Health Studies     Hybrid Journal   (Followers: 2)
Israel Studies     Full-text available via subscription   (Followers: 5)
ISRN Environmental Chemistry     Open Access  
Italian Studies     Hybrid Journal   (Followers: 6)
Jahangirnagar University Environmental Bulletin     Open Access  
Journal of Bioremediation & Biodegradation     Open Access   (Followers: 2)
Journal of Earth Science & Climatic Change     Open Access   (Followers: 8)
Journal of Petroleum & Environmental Biotechnology     Open Access   (Followers: 2)
Journal of Advances in Environmental Health Research     Open Access  
Journal of Agricultural and Environmental Ethics     Hybrid Journal   (Followers: 6)
Journal of Agricultural Biotechnology and Sustainable Development     Open Access  
Journal of Agriculture and Environment     Open Access  
Journal of Agriculture and Environment for International Development     Open Access   (Followers: 6)
Journal of Agrobiology     Open Access   (Followers: 2)
Journal of Applied Ecology     Hybrid Journal   (Followers: 131)
Journal of Applied Meteorology and Climatology     Full-text available via subscription   (Followers: 7)
Journal of Applied Psychoanalytic Studies     Hybrid Journal   (Followers: 1)
Journal of Applied Sciences and Environmental Management     Open Access   (Followers: 1)
Journal of Applied Sciences in Environmental Sanitation     Open Access   (Followers: 5)
Journal of Applied Toxicology     Hybrid Journal   (Followers: 9)
Journal of Applied Volcanology     Open Access   (Followers: 6)
Journal of Arid Environments     Hybrid Journal   (Followers: 8)
Journal of Asian Studies     Full-text available via subscription   (Followers: 20)
Journal of Biochemical and Molecular Toxicology     Hybrid Journal   (Followers: 5)
Journal of Black Studies     Hybrid Journal   (Followers: 3)
Journal of Chemical Ecology     Hybrid Journal   (Followers: 1)
Journal of Chemical Health and Safety     Hybrid Journal   (Followers: 2)
Journal of Climate     Full-text available via subscription   (Followers: 20)
Journal of Coastal Research     Full-text available via subscription   (Followers: 11)
Journal of Contaminant Hydrology     Hybrid Journal   (Followers: 9)
Journal of Contemporary European Studies     Hybrid Journal   (Followers: 3)
Journal of East African Natural History     Full-text available via subscription   (Followers: 5)
Journal of Ecology     Hybrid Journal   (Followers: 34)
Journal of Ecosystems     Open Access   (Followers: 4)

  First | 1 2 3 4 5 6 7 8     

Journal Cover Journal of Organizational Behavior
   [20 followers]  Follow    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
     ISSN (Print) 0894-3796 - ISSN (Online) 1099-1379
     Published by John Wiley and Sons Homepage  [1602 journals]   [SJR: 2.541]   [H-I: 83]
  • Two (or three) is not equal to one: Multiple jobholding as a neglected
           topic in organizational research
    • Authors: Michael T. Sliter; Elizabeth M. Boyd
      Pages: n/a - n/a
      Abstract: The objective of this Incubator is to stimulate research in the area of multiple jobholding (MJH), a long-neglected topic in organizational behavior. We first discuss the prevalence of, and motivation for, MJH and then discuss possible dangers and benefits of MJH. Throughout, we discuss ideas for future research. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-06-18T22:23:27.47463-05:0
      DOI: 10.1002/job.1944
  • Collective fit perceptions: A multilevel investigation of
           person–group fit with individual-level and team-level outcomes
    • Authors: Amy L. Kristof-Brown; Jee Young Seong, David S. Degeest, Won-Woo Park, Doo-Seung Hong
      Abstract: This study describes a multilevel examination of person–group (PG) fit perceptions in a sample of 1023 individuals working in 92 teams at a private sector R&D firm. Using confirmatory factor analysis and multilevel random coefficient modeling, we provide evidence that perceptions of team-level collective fit are unique from aggregated individual-level PG fit perceptions at the individual and team levels. We demonstrate that collective values-based and abilities-based fit perceptions showed unique and positive relationships with team cohesion, team efficacy, and team performance, after accounting for aggregated individual perceptions of PG fit. Results also demonstrate that cohesion partially mediates the relationship between collective fit and team performance. Cross-level effects were also supported, indicating that collective fit explains additional variance in individual-level outcomes, beyond individual-level PG fit perceptions. The usefulness of employing a multilevel approach to studying PG fit is discussed. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-06-11T00:26:10.028403-05:
      DOI: 10.1002/job.1942
  • Understanding internal, external, and relational attributions for abusive
    • Authors: James P. Burton; Shannon G. Taylor, Larissa K. Barber
      Abstract: Despite abundant research on the consequences of perceived abusive supervision, less is known about how employees develop perceptions of supervisory abuse. Across two studies, we integrate classic and recent theoretical work on attributions to understand the causal explanations underlying employee perceptions of and reactions to abusive supervision. In the first study, we develop measures of internal, external, and relational attributions for perceived supervisor abuse. In the second study, we demonstrate that internal and external attributions are indirectly related to aggressive and citizenship behaviors through employees' perceptions of interactional justice. Theoretical and practical implications are also discussed. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-06-05T22:40:16.769718-05:
      DOI: 10.1002/job.1939
  • Making sense of the sensemaking perspective: Its constituents,
           limitations, and opportunities for further development
    • Authors: Jörgen Sandberg; Haridimos Tsoukas
      Abstract: Through a wide-ranging critical review of relevant publications, we explore and articulate what constitutes the sensemaking perspective in organization studies, as well as its range of applications and limitations. More specifically, we argue that sensemaking in organizations has been seen as consisting of specific episodes, is triggered by ambiguous events, occurs through specific processes, generates specific outcomes, and is influenced by several situational factors. Furthermore, we clarify the application range of the sensemaking perspective and identify, as well as account for, the types and aspects of organizational sensemaking that have been under-researched. We critically discuss the criticism that the sensemaking perspective has received so far and selectively expand on it. Finally, we identify the main limitations of the sensemaking perspective, which, if tackled, will advance it: the neglect of prospective sensemaking, the exclusive focus on disruptive episodes at the expense of more mundane forms of sensemaking implicated in routine activities, the ambiguous status of enactment, the conflation of first-order and second-order sensemaking, and the lack of proper attention to embodied sensemaking. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-06-05T21:38:10.177749-05:
      DOI: 10.1002/job.1937
  • Considering the positive possibilities of leader political behavior
    • Authors: B. Parker Ellen III
      Abstract: This Incubator presents an overview of a new construct, leader political support, which captures the positive possibilities of leaders' political behavior. A discussion of why leader political support may seem paradoxical is included, as well as a presentation of the need for its consideration and the research possibilities it provides. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-06-05T21:38:07.013226-05:
      DOI: 10.1002/job.1938
  • Tracking managerial conflict adaptivity: Introducing a dynamic measure of
           adaptive conflict management in organizations
    • Authors: Peter T. Coleman; Katharina G. Kugler
      Abstract: Since Darwin, adaptation to change has been associated with survival and fit. Yet, despite this, leaders and managers often get stuck in dominating approaches to conflict, and few scholars have examined the role of adaptation in managing conflicts effectively over time and across changing situations. The goal of this paper is threefold. First, we develop a new measure for assessing conflict adaptivity of managers [the Managerial Conflict Adaptivity Assessment (MCAA)], based on a situated model of conflict in social relations. We define conflict adaptivity as the capacity to respond to different conflict situations in accordance with the demands specified by the situation. The measure consists of 15 distinct work-conflict scenarios and provides five behavioral response options, which represent five primary strategies employed in conflict. Individuals who tend to respond to the conflicts in a manner consistent with the situations provided are considered to be more adaptive. Second, we test and find that managerial conflict adaptivity is related to higher levels of satisfaction with conflict processes at work as well as higher levels of well-being at work. Third, we test the MCAA's construct validity and provide evidence that the MCAA is positively related to behavioral flexibility and self-efficacy. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-05-14T22:11:16.453084-05:
      DOI: 10.1002/job.1935
  • Significant work events and counterproductive work behavior: The role of
           fairness, emotions, and emotion regulation
    • Authors: Fadel K. Matta; H. Tuğba Erol-Korkmaz, Russell E. Johnson, Pinar Bıçaksız
      Abstract: In this diary study, we investigated multi-level predictors of daily counterproductive work behavior (CWB) relying on the theoretical frameworks of affective events theory and the emotion-centered model of CWB. We assessed significant work events, event-based fairness perceptions, negative emotional reactions to work events, and employee CWB over a 10-day period. We tested within-person relations predicting CWB, and cross-level moderating effects of two emotion regulation strategies (suppression and reappraisal). Results from a multi-level path analysis revealed that significant work events had both direct and indirect effects on negative emotional reactions. Further, negative emotional reactions in turn mediated the relationships between significant work events and all forms of daily CWB as well as the relationship between event-based fairness perceptions and daily CWB-O. Results also supported the moderating role of reappraisal emotion regulation strategy on relations between significant work events and negative emotional reactions. Less support, however, was found for the moderating influence of suppression on the link between negative emotional reactions and CWB. Among the broad work event categories we identified, our supplemental analyses revealed that negative work events involving interactions with supervisors elicited the highest levels of employee negative emotional reactions. We discuss the theoretical and practical implications of these findings. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-05-13T20:55:30.30269-05:0
      DOI: 10.1002/job.1934
  • Pre-training perceived social self-efficacy accentuates the effects of a
           cross-cultural coping orientation program: Evidence from a longitudinal
           field experiment
    • Authors: Jinyan Fan; Lei Lai
      Abstract: Analyzing additional data from a longitudinal field experiment, the present research investigate whether pre-training perceived social self-efficacy (PSSE) may moderate cross-cultural training effectiveness. On the basis of the interactionist perspective, we hypothesized that sojourners with high pre-training PSSE would benefit more from a cross-cultural coping orientation program, called “Realistic Orientation Program for Entry Stress” (ROPES), than sojourners with low pre-training PSSE. As a result, the treatment effects (the ROPES program over the control program—a traditional cross-cultural orientation program) would be more positive for high-PSSE sojourners than for low-PSSE sojourners. Seventy-two incoming graduate students from East Asia entering a large US public university were randomly assigned to either a ROPES program or a control program, and were assessed pre-entry and multiple times post-entry. The results strongly supported our predictions, as the hypothesized PSSE × Treatment interactions were observed on a comprehensive set of training outcomes based on multisource data. Theoretical and practical implications were discussed. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-04-29T06:18:21.470399-05:
      DOI: 10.1002/job.1932
  • Multiple dimensions of human resource development and organizational
    • Authors: Sun Young Sung; Jin Nam Choi
      Abstract: Building on strategic human resource management literature, this study investigates the effects of various human resource development (HRD) dimensions on organizational performance. We identify four distinct dimensions of HRD that reflect either quantitative or qualitative approaches from either managerial or employee perspectives. Furthermore, we propose that HRD affects organizational performance by shaping employee outcomes, a prevailing but rarely tested assumption. Multi-source data collected from 207 manufacturing companies at three time points over a 5-year period largely support our theoretical propositions. A series of structural path analyses confirm that HRD improves employee commitment and competence, which in turn determine the financial performance of the organization. The quantitative dimensions of HRD (resource investment in HRD) predict only employee commitment. By contrast, the qualitative dimensions of HRD (management support for, and perceived benefits of, HRD) enhance both employee commitment and competence. Our analysis also demonstrates synergistic interactions between the quantitative and qualitative dimensions of HRD in predicting employee outcomes. This study elaborates the distinct values of different dimensions of HRD and highlights the significance of employee outcomes as the mediating mechanism between HRD and firm performance. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-04-28T22:02:55.5233-05:00
      DOI: 10.1002/job.1933
  • Employee responses to employment-relationship practices: The role of
           psychological empowerment and traditionality
    • Authors: Ann Yan Zhang; Lynda Jiwen Song, Anne S. Tsui, Ping Ping Fu
      Abstract: In studying the effect of employment-relationship practices on employees, research has largely ignored individual differences, both cross-culturally and within cultures. In this study, the authors examine the moderating effect of middle managers' traditionality, a within-culture value orientation regarding submission to authority and endorsement of hierarchical role relationships, on their responses to an organization's employee–organization relationship practices. Based on social learning and social exchange theories, the authors expect the more traditional middle managers to respond less positively in terms of their performance and commitment to high levels of expected contributions and the associated psychological empowerment but respond more positively to high levels of offered inducements. Using a sample of 535 middle managers from 40 companies in China, the authors find support for all hypotheses except the moderating effect of traditionality on the relationship between offered inducements and performance. Additional analysis reveals that less-traditional managers responded to economic rewards (but not developmental rewards) with higher job performance. The paper concludes with a discussion of implications for research and the practice of employment relationships. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-04-22T06:30:19.996709-05:
      DOI: 10.1002/job.1929
  • Recovery from job stress: The stressor-detachment model as an integrative
    • Authors: Sabine Sonnentag; Charlotte Fritz
      Abstract: This paper reviews empirical evidence on psychological detachment from work during nonwork time. Psychological detachment as a core recovery experience refers to refraining from job-related activities and thoughts during nonwork time; it implies to mentally disengage from one's job while being away from work. Using the stressor-detachment model as an organizing framework, we describe findings from between-person and within-person studies, relying on cross-sectional, longitudinal, and daily-diary designs. Overall, research shows that job stressors, particularly workload, predict low levels of psychological detachment. A lack of detachment in turn predicts high strain levels and poor individual well-being (e.g., burnout and lower life satisfaction). Psychological detachment seems to be both a mediator and a moderator in the relationship between job stressors on the one hand and strain and poor well-being on the other hand. We propose possible extensions of the stressor-detachment model by suggesting moderator variables grounded in the transactional stress model. We further discuss avenues for future research and offer practical implications. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-04-11T08:25:42.47213-05:0
      DOI: 10.1002/job.1924
  • Parsing organizational culture: How the norm for adaptability influences
           the relationship between culture consensus and financial performance in
           high-technology firms
    • Authors: Jennifer A. Chatman; David F. Caldwell, Charles A. O'Reilly, Bernadette Doerr
      Abstract: The relationship between organizational culture and financial performance remains elusive even though researchers have studied it for some time. Early research suggested that a strong culture that aligns members' behavior with organizational objectives boosts financial performance. A more recent view is that, because strong cultures promote adherence to routines and behavioral uniformity, they are less effective in dynamic environments. We suggest that the relationship between culture and performance can be reconciled by recognizing that culture encompasses three components: (1) the content of norms (norm content); (2) how widely members agree about norms (culture consensus); and (3) how intensely organizational members hold particular norms (norm intensity). We hypothesize that “strong cultures”—where a high consensus exists among members across a broad set of culture norms—can contribute to better financial performance even in dynamic environments if norm content intensely emphasizes adaptability. We test this hypothesis in a sample of large firms in the high-technology industry. Firms characterized by higher culture consensus and intensity about adaptability performed better three years later than did those characterized by lower consensus, lower intensity about adaptability, or both. We discuss how parsing culture into content, consensus, and intensity advances theoretical and empirical understanding of the culture–performance relationship. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-04-11T08:22:33.95081-05:0
      DOI: 10.1002/job.1928
  • Strengthening the employment relationship: The effects of work-hours fit
           on key employee attitudes
    • Authors: Michael C. Sturman; Kate Walsh
      Abstract: Today's hourly workers are facing revised work schedules and shifting hours, which may have critical implications for employment relationships. This study considers the impact of work-hours fit on key attitudes of hourly employees—perceived organizational support, job stress, work–family conflict, intent to turnover, and life satisfaction. We define work-hours fit as the difference between an employee's desired number of hours and the actual hours worked, and we examine both the congruence of work-hours fit and the degree of misfit. We also examine the moderating impact of the type of misfit, defined as working too many versus too few hours. Results indicate that, in our sample, hourly employees are typically not working the hours they prefer. As predicted, work-hours fit impacts the attitudes we examined, and, when considering the type of misfit, congruence matters more for life satisfaction and intent to turnover. Results also indicate working too few hours impacts job stress and life satisfaction, whereas working too many effects work–family conflict. This paper demonstrates the importance of preferences, as a reflection of time/money resource trade-offs, and offers ways for employers to improve work–family facilitation and strengthen their employment relationships. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-04-11T08:22:29.164489-05:
      DOI: 10.1002/job.1925
  • Social context: Key to understanding culture's effects on creativity
    • Authors: Rikki Nouri; Miriam Erez, Cynthia Lee, Jian Liang, Brendan D. Bannister, Warren Chiu
      Abstract: This paper proposes that the social context moderates the effect of culture on creativity by drawing on the constructivist dynamic approach. We assess creativity by the level of fluency, originality, and elaboration on the usefulness and appropriateness of ideas in three contexts: working under a supervisor, in a group, and alone. We hypothesized that in high power distance cultures, working under a supervisor inhibits creativity, whereas in individualistic cultures, the presence of peers attenuates creativity. Results from two parallel experiments, one in the United States (N = 79) and the other in China (N = 83), partially support the hypotheses. The Chinese originality level was significantly lower when working under a supervisor than when working alone. American subjects generated fewer ideas and elaborated less when working in the presence of peers and elaborated less in the presence of peers than when under a supervisor. We conclude that the social context moderates the culture–creativity relationship by making consensual cultural values more accessible in a social context than when working alone. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-04-01T04:48:23.736988-05:
      DOI: 10.1002/job.1923
  • The effects of passive leadership on workplace incivility
    • Authors: Crystal M. Harold; Brian C. Holtz
      Abstract: In this article, we examine the effects of passive leadership on workplace incivility across two studies. Study 1 examines passive leadership–incivility relationships in a sample of employee–supervisor dyads, and Study 2 examines these relationships in a sample of employee–coworker dyads. Results from these studies suggest that passive leadership has a significant direct effect on behavioral incivility and an indirect effect through experienced incivility. Moreover, our results suggest that the relationship between experienced incivility and behavioral incivility is conditional on the level of passive leadership, such that the effect of experienced incivility on behavioral incivility is stronger at higher levels of passive leadership. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-03-24T21:15:20.387022-05:
      DOI: 10.1002/job.1926
  • The moral self: A review and integration of the literature
    • Authors: Peter L. Jennings; Marie S. Mitchell, Sean T. Hannah
      Abstract: The role of the self in moral functioning has gained considerable theoretical and empirical attention over the last 25 years. A general consensus has emerged that the self plays a vital role in individuals' moral agency. This surge of research produced a proliferation of constructs related to the moral self, each grounded in diverse theoretical perspectives. Although this work has advanced our understanding of moral thought and behavior, there has also been a lack of clarity as to the nature and functioning of the moral self. We review and synthesize empirical research related to the moral self and provide an integrative framework to increase conceptual coherence among the various relevant constructs. We then discuss emerging opportunities and future directions for research on the moral self as well as implications for behavioral ethics in organizational contexts. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-02-20T17:28:53.25955-05:0
      DOI: 10.1002/job.1919
  • Introduction: The problems and promise of contemporary leadership theories
    • Authors: Paul Spector
      First page: 597
      PubDate: 2014-04-11T08:23:25.212865-05:
      DOI: 10.1002/job.1930
  • Debunking the false dichotomy of leadership idealism and pragmatism:
           Critical evaluation and support of newer genre leadership theories
    • Authors: Sean T. Hannah; John J. Sumanth, Paul Lester, Fabrice Cavarretta
      First page: 598
      Abstract: Leadership theories have shifted over the last few decades from a focus on managerial functions and economic leader–follower exchanges toward greater focus on the interpersonal dynamics occurring within the leadership process. Theories such as transformational, ethical, authentic, and other “newer genre” theories were created to address neglected topics such as leader vision and inspirational messages, transparency, emotional effects, morality, individualized attention, and intellectual stimulation. Critiques of these theories, however, have been raised. In this paper, we address five of those critiques and argue for the validity and practical effectiveness of the new genre theories. Further, we describe how newer genre leadership research should be viewed as a performative epistemology, entailing a process of co-creation involving scholars and practitioners. Finally, from this view, we provide general ideas for leader development. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-05-06T23:39:40.772273-05:
      DOI: 10.1002/job.1931
  • Give them what they want or give them what they need' Ideology in the
           study of leadership
    • Authors: Michael D. Mumford; Yitzhak Fried
      First page: 622
      Abstract: In recent years, a number of new, values-based, or ideological models focusing on leader behavior have been proposed. These models include authentic, servant, character-based, ethical, spiritual, and aesthetic leadership. In the present effort, we argue that these models, despite some differences in key dimensions, are tied together by a focus on moral behavior. The available evidence indicates that these models have only modest predictive power with respect to organizational performance criteria. More centrally, we argue that tests of these models are characterized by significant methodological problems with respect to both measurement and control. Moreover, these models suffer from some serious substantive concerns, including the explicit confounding of leadership and morality, discounting of system impacts, inappropriate assumptions about follower needs, and inappropriate scientific inferences. These models also fail to provide viable new approaches for leader development. We conclude that caution must be exercised when these models are employed as a basis for understanding leadership. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-02-14T12:47:17.335262-05:
      DOI: 10.1002/job.1921
  • Applying models of employee identity management across cultures:
           Christianity in the USA and South Korea
    • Authors: Brent Lyons; Jennifer Wessel, Sonia Ghumman, Ann Marie Ryan, Sooyeol Kim
      Pages: 678 - 704
      Abstract: Identity management refers to the decisions individuals make about how they present their social identities to others. We examined cross-cultural differences in distancing and affirming identity management strategies of Christian-identified employees utilizing samples from the USA and South Korea. Religious centrality, risks of disclosure, pressure to assimilate to organizational norms, and nation were key antecedents of chosen identity management strategies. Risks of disclosure and pressure to assimilate related to more distancing and less affirming strategies when religious centrality was low, but nation served as a boundary condition for the moderating effects of religious centrality. Distancing strategies related to negative outcomes regardless of religious centrality, but affirming strategies only related to positive outcomes when religious centrality was low. We discuss how this work contributes to theoretical and practical understanding of identity management in the workplace and across cultures. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-01-10T12:03:10.258497-05:
      DOI: 10.1002/job.1917
  • Experimental evidence for the effects of task repetitiveness on mental
           strain and objective work performance
    • Authors: Jan Alexander Häusser; Stefan Schulz-Hardt, Thomas Schultze, Anne Tomaschek, Andreas Mojzisch
      Pages: 705 - 721
      Abstract: People frequently have to work in high repetitive jobs. Previous research has focused exclusively on the effects of task repetitiveness on well-being, while neglecting effects on work performance. In the present study, we aimed to fill this void by conducting two workplace simulations with experimental manipulations of task repetitiveness. Participants worked for about 5 hours at either a computer workstation, compiling computer hardware packages according to customer requests (Experiment 1, N = 160), or at an assembly line, piecing together equipment sets for furniture (Experiment 2, N = 213). Both experiments provide consistent evidence that high repetitiveness has a detrimental effect on well-being, whereas work performance increases under conditions of high repetitiveness. On a practical level, our study hence shows that high task repetitiveness is a double-edged sword for both employees and organizations. On a conceptual level, our findings emphasize the necessity to account for both mental strain and work performance when examining the effects of task repetitiveness. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-02-11T04:56:55.658918-05:
      DOI: 10.1002/job.1920
  • What makes affirmative action-based hiring decisions seem (un)fair' A
           test of an ideological explanation for fairness judgments
    • Authors: Jun Gu; Brent McFerran, Karl Aquino, Tai Gyu Kim
      First page: 722
      Abstract: Studies show that Whites tend to show the lowest level of support for affirmative action (AA) policies. Opponents of AA often argue that this is because it violates principles of meritocracy. However, self-interest (based on social identification with those adversely affected) could also explain their opposition. In three studies, we varied whether an Asian or White male is adversely affected by AA to test another explanation; namely, that Whites' fairness judgments are based on both the adversely affected person's race and the fairness evaluator's ideological beliefs. Although we found some support for the meritocratic explanation, this was not sufficient to explain why Whites view AA as (un)fair. Instead, we found strong support for our prediction that Whites who are opposed to equality perceive more unfairness when a White (vs. Asian) was harmed by AA, whereas Whites who endorse egalitarian ideologies perceive the opposite. This finding suggests that neither self-interest nor meritocratic explanations can fully account for Whites' opposition to AA. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-04-24T21:50:19.620716-05:
      DOI: 10.1002/job.1927
  • Retraction statement: Authentically leading groups: The mediating role of
           collective psychological capital and trust
    • First page: 746
      Abstract: The following article from the Journal of Organizational Behavior, Authentically leading groups: The mediating role of collective psychological capital and trust by Fred O. Walumbwa, Fred Luthans, James B. Avey and Adegoke Oke, published online on 1st September 2009 in Wiley Online Library ( and in Volume 32, Issue 1, January 2011, Pages 4-24, has been retracted by the journal's Editor in Chief, Neal M. Ashkanasy, and John Wiley & Sons Ltd. The retraction is on the grounds of the authors' advice that they made an error in relation to the level of analysis used. As a result of this error, the authors incorrectly calculated key fit statistics. When correctly estimated, the fit statistics do not provide an acceptable level of support for the hypothesized model, rendering the authors' conclusions, as stated in the article, unsustainable.
      PubDate: 2014-04-28T02:41:46.643982-05:
      DOI: 10.1002/job.1936
  • Learning disability and leadership: Becoming an effective leader
    • Authors: Gil Luria; Yuval Kalish, Miriam Weinstein
      Pages: n/a - n/a
      Abstract: This study investigates learning disability (LD) as an individual-differences variable predicting leadership emergence, role occupancy, and effectiveness. We hypothesize that individuals with LD are less likely to occupy leadership roles, and that informal group processes (leadership emergence) will mediate the relationship between LD and leadership role occupancy. We also hypothesized that, among leaders promoted and selected for leadership training, there would be a negative relationship between LD and effective leadership. We first checked for LD in a sample of 1076 soldiers, measuring cognitive ability with a geometric-analogies test as a control. Some months later, during the soldiers' basic training, we measured leadership emergence. We then identified those who were selected for leadership training, recording, and measuring their effectiveness according to supervisory and peer evaluations. Leadership emergence was found to mediate the negative relationship between LD and leadership role occupancy. There were no significant differences among leaders (n = 308) with and without LD in regard to leadership effectiveness. Copyright © 2013 John Wiley & Sons, Ltd.
      PubDate: 2013-09-10T05:38:13.07886-05:0
      DOI: 10.1002/job.1896
  • The supervisor POS–LMX–subordinate POS chain: Moderation by
           reciprocation wariness and supervisor's organizational embodiment
    • Authors: Robert Eisenberger; Mindy Krischer Shoss, Gökhan Karagonlar, M. Gloria Gonzalez-Morales, Robert E. Wickham, Louis C. Buffardi
      Pages: 635 - 656
      Abstract: We present three studies providing an increased understanding of the interdependence between perceived organizational support (POS) and leader–member exchange (LMX). Using employees from a social service agency and new hires from a variety of organizations, we report evidence for a relational chain leading from supervisors' perceptions of support by the organization (supervisor POS) to the formation of high-quality LMX relationships with their subordinates (first link), who interpret high-quality LMX as support from the organization (subordinate POS, second link) and, ultimately, repay the organization with increased dedication and effort (examined here in terms of reduced withdrawal behavior). The relationship between supervisor POS and LMX with subordinates was strongly moderated by supervisor fear of exploitation in exchange relationships (reciprocation wariness), holding only for supervisors with low reciprocation wariness. Consistent with the view that employees perceive the organization as partly responsible for treatment received from supervisors, LMX was found to be more strongly related to POS when employees highly identified their supervisors with the organization (supervisor's organizational embodiment), and this interaction extended to reduced withdrawal behavior. Copyright © 2013 John Wiley & Sons, Ltd.
      PubDate: 2013-06-20T09:45:44.297918-05:
      DOI: 10.1002/job.1877
  • Leader self-awareness: An examination and implications of women's
    • Authors: Rachel E. Sturm; Scott N. Taylor, Leanne E. Atwater, Phillip W. Braddy
      Pages: 657 - 677
      Abstract: Self-awareness represents an important aspect of leadership. However, past research on leader self-awareness has focused on one component of self-awareness, self versus others' ratings, leaving the second component, the ability to anticipate the views of others, largely neglected. We examined this second component of self-awareness by focusing on women leaders who have been found to under-predict how others rate them. In two studies, we measured how women leaders anticipate the views of their bosses in regard to their leadership. In Study 1, 194 leaders rated their leadership, were rated by their bosses, and then predicted how their bosses rated their leadership. While we found that women under-predict their boss ratings compared with men, we did not find that boss gender or feedback played a role in this under-prediction. In Study 2, 76 female leaders identified (via open-ended questions) possible reasons and consequences of under-prediction for women in organizations. Results from Study 2 reveal the following: (1) the reasons for women's under-prediction include a lack of self-confidence, differences in feedback needs, learned gender roles, and self-sexism; and (2) the perceived consequences of under-prediction are negative for both women and the organization. Copyright © 2013 John Wiley & Sons, Ltd.
      PubDate: 2013-12-17T12:03:57.230262-05:
      DOI: 10.1002/job.1915
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