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  Subjects -> ENVIRONMENTAL STUDIES (Total: 782 journals)
    - ENVIRONMENTAL STUDIES (718 journals)
    - POLLUTION (21 journals)
    - TOXICOLOGY AND ENVIRONMENTAL SAFETY (35 journals)
    - WASTE MANAGEMENT (8 journals)

ENVIRONMENTAL STUDIES (718 journals)            First | 1 2 3 4 5 6 7 8     

International Archives of Occupational and Environmental Health     Hybrid Journal   (Followers: 4)
International Environmental Agreements: Politics, Law and Economics     Hybrid Journal   (Followers: 10)
International Gambling Studies     Hybrid Journal   (Followers: 5)
International Innovation - climate     Open Access   (Followers: 1)
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: 2)
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: 6)
International Journal of Disaster Risk Science     Open Access   (Followers: 9)
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: 6)
International Journal of Environment and Pollution     Hybrid Journal   (Followers: 5)
International Journal of Environment and Sustainable Development     Hybrid Journal   (Followers: 15)
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: 2)
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: 15)
International Journal of Environmental Science and Technology     Hybrid Journal   (Followers: 5)
International Journal of Environmental Studies     Hybrid Journal   (Followers: 10)
International Journal of Exergy     Hybrid Journal   (Followers: 4)
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: 6)
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: 2)
International Journal of Phytoremediation     Hybrid Journal   (Followers: 2)
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: 6)
International Journal of Renewable Energy Development     Open Access   (Followers: 6)
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: 9)
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: 3)
International Journal of Toxicology     Hybrid Journal   (Followers: 6)
International Journal of Water Resources and Environmental Engineering     Open Access   (Followers: 1)
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: 9)
IOP Conference Series: Earth and Environmental Science     Open Access   (Followers: 7)
Iranian Studies     Hybrid Journal   (Followers: 9)
Irish Educational Studies     Hybrid Journal   (Followers: 2)
Irish Journal of Earth Sciences     Full-text available via subscription  
Irish Political Studies     Hybrid Journal   (Followers: 9)
ISLE: Interdisciplinary Studies in Literature and Environment     Hybrid Journal   (Followers: 1)
Isotopes in Environmental and Health Studies     Hybrid Journal   (Followers: 1)
Israel Studies     Full-text available via subscription   (Followers: 5)
ISRN Ecology     Open Access  
ISRN Environmental Chemistry     Open Access  
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 Advanced Research in Civil and Environmental Engineering     Open Access  
Journal of Advances in Environmental Health Research     Open Access  
Journal of Agricultural and Environmental Ethics     Hybrid Journal   (Followers: 9)
Journal of Agricultural Biotechnology and Sustainable Development     Open Access  
Journal of Agricultural Chemistry and Environment     Open Access  
Journal of Agriculture and Environment     Open Access  
Journal of Agriculture and Environment for International Development     Open Access   (Followers: 5)
Journal of Agrobiology     Open Access   (Followers: 2)
Journal of Applied Ecology     Hybrid Journal   (Followers: 238)
Journal of Applied Meteorology and Climatology     Full-text available via subscription   (Followers: 8)
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: 6)
Journal of Applied Toxicology     Hybrid Journal   (Followers: 9)
Journal of Applied Volcanology     Open Access   (Followers: 8)
Journal of Arid Environments     Hybrid Journal   (Followers: 8)
Journal of Asian Studies     Full-text available via subscription   (Followers: 24)
Journal of Biochemical and Molecular Toxicology     Hybrid Journal   (Followers: 4)
Journal of Black Studies     Hybrid Journal   (Followers: 2)
Journal of Chemical Ecology     Hybrid Journal   (Followers: 2)
Journal of Chemical Health and Safety     Hybrid Journal   (Followers: 2)
Journal of Climate     Full-text available via subscription   (Followers: 25)
Journal of Coastal Research     Full-text available via subscription   (Followers: 10)

  First | 1 2 3 4 5 6 7 8     

Journal Cover Journal of Organizational Behavior     [SJR: 2.541]   [H-I: 83]
   [31 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  [1605 journals]
  • Employee well‐being in organizations: Theoretical model, scale
           development, and cross‐cultural validation
    • Authors: Xiaoming Zheng; Weichun Zhu, Haixia Zhao, Chi Zhang
      Pages: n/a - n/a
      Abstract: In this study, we explore the theoretical model and structural dimensions of employee well‐being (EWB) in organizations. Specifically, using both qualitative and quantitative methods, we find that EWB comprises three dimensions: life well‐being, workplace well‐being, and psychological well‐being. We establish the reliability and validity of the newly developed EWB scale through a series of quantitative studies, which indicate that EWB is significantly correlated with affective organizational commitment and job performance based on the data collected from multiple sources at two points in time. We find that EWB has measurement invariance (configural invariance) across Chinese and American contexts. We also discuss the theoretical contributions of these findings to cross‐cultural organizational behavior studies, along with the practical implications of our results. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-01-25T23:17:03.985173-05:
      DOI: 10.1002/job.1990
       
  • Turning molehills into mountains: Sleepiness increases workplace
           interpretive bias
    • Authors: Larissa K. Barber; Christopher J. Budnick
      Pages: n/a - n/a
      Abstract: Three studies draw from evolutionary theory to assess whether sleepiness increases interpretive biases in workplace social judgments. Study 1 established a relationship between sleepiness and interpretive bias using ambiguous interpersonal scenarios from a measure commonly used in personnel selection (N = 148). Study 2 explored the boundary conditions of the sleepiness–interpretive bias link via an experimental online field survey of U.S. adults (N = 433). Sleepiness increased interpretive bias when social threats were clearly present (unfair workplace) but did not affect bias in the absence of threat (fair workplace). Study 3 replicated and extended findings from the previous two studies using objective measures of sleep loss and a quasi‐experimental manipulation of minor sleep loss (N = 175). Negative affect, ego depletion, or personality variables did not influence the observed relationships. Overall, results suggest that a self‐protection/evolutionary perspective best explains the effects of sleepiness on workplace interpretive biases. These studies advance the current research on sleep in organizations by adding a cognitive “threat interpretation” bias approach to past work examining the emotional reaction/behavioral side of sleep disruption. Interpretive biases due to sleepiness may have significant implications for employee health and counterproductive behavior. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-01-25T23:16:49.643668-05:
      DOI: 10.1002/job.1992
       
  • Serving one another: Are shared and self‐leadership the keys to
           service sustainability?
    • Authors: Charles C. Manz; Bruce C. Skaggs, Craig L. Pearce, Christina L. Wassenaar
      Pages: n/a - n/a
      Abstract: Service has received increasing attention in the management literature, yet sustainability of service is often overlooked. In this Incubator we examine the potential for client involvement through shared and self‐leadership to foster empathy enhanced service and reduced costs, both of which may support a more sustainable service delivery process. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-01-25T23:16:34.303789-05:
      DOI: 10.1002/job.1991
       
  • Understanding employee innovative behavior: Integrating the social network
           and leader–member exchange perspectives
    • Authors: Xiao‐Hua (Frank) Wang; Yulin Fang, Israr Qureshi, Onne Janssen
      Pages: n/a - n/a
      Abstract: By integrating social network theory and leader–member exchange (LMX) theory, we explore the effects of three types of social relationships on employee innovative behavior: weak ties outside the group, LMX, and strong ties within the group. The results from a sample in a high‐tech firm showed that LMX fully mediated the positive relationship between out‐group weak ties and innovative behavior. Furthermore, within‐group strong ties negatively moderated the second stage of this indirect relationship, such that LMX was positively and significantly related to innovative behavior only when the number of within‐group strong ties was low. The theoretical and practical implications of these findings are discussed. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-01-25T23:16:22.581784-05:
      DOI: 10.1002/job.1994
       
  • Relationship between protean career orientation and work–life
           balance: A resource perspective
    • Authors: Marco S. Direnzo; Jeffrey H. Greenhaus, Christy H. Weer
      Pages: n/a - n/a
      Abstract: Despite the commonly held belief that a protean career orientation (PCO) enables employees to achieve more balance in their lives, little is known about the relationship between PCO and work–life balance. Using two waves of data collection separated by 2.5 years, this study examined the relationship between PCO and work–life balance among a sample of 367 college‐educated employees in the United States. Analysis was conducted to empirically distinguish PCO from conceptually related constructs, and structural equation modeling was used to examine the process that explains the linkage between PCO and balance. We found that PCO was positively related to work–life balance. We also found support for the role of several resources (social capital, psychological capital, and perceived employability) that explain the relationship between PCO and balance. In particular, PCO was associated with extensive career planning activities that were related to the accumulation of three forms of career capital—human capital, social capital, and psychological capital. In turn, social capital and psychological capital were associated with high employability, which was related to greater work–life balance for individuals who take a whole‐life perspective on their careers. We discuss the theoretical and practical implications of the findings and provide suggestions for future research. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-01-25T23:16:08.226791-05:
      DOI: 10.1002/job.1996
       
  • The impact of team familiarity and team leader experience on team
           coordination errors: A panel analysis of professional basketball teams
    • Authors: Jost Sieweke; Bin Zhao
      Pages: n/a - n/a
      Abstract: To explore the dynamics involved in team coordination, we examine the impact of team familiarity and team leader experience on team coordination errors (TCEs). We argue that team familiarity has a U‐shaped effect on TCEs. We study the moderating effects of team leader prior experience and team leader team‐specific experience on the association between team familiarity and TCEs. We use panel data on teams from the National Basketball Association to test the hypotheses. Our findings support the U‐shaped relationship between team familiarity and TCEs and the moderating effect of team leader team‐specific experience on this relationship. The paper advances research on errors in organizations by analyzing the antecedents of TCEs, so far an underexplored empirical phenomenon. Moreover, it contributes to research on coordination in teams by empirically examining the interplay between formal and informal coordination mechanisms. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-01-25T23:15:57.906824-05:
      DOI: 10.1002/job.1993
       
  • What makes excellent literature reviews excellent? A clarification of
           some common mistakes and misconceptions
    • Authors: Gerard P. Hodgkinson; J. Kevin Ford
      Pages: S1 - S5
      Abstract: This issue comprises the third International Review of Industrial and Organizational Psychology (IRIOP) Annual Review Issue, following the incorporation of IRIOP into the Journal of Organizational Behavior (JOB). In this editorial, we elaborate further on our vision to maintain the IRIOP Annual Review Issue as the leading outlet for the publication of critical, state‐of‐the‐art overviews and commentary on established knowledge and developments at the forefront of the field. In so doing, we highlight several common mistakes and misconceptions that characterize rejected manuscript proposals and rejected full‐length manuscripts and reiterate the distinctive features that characterize the sorts of contributions that we are looking to publish, exemplified by the five papers appearing in this third issue. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-01-22T02:59:01.587152-05:
      DOI: 10.1002/job.1983
       
  • Convergence and emergence in organizations: An integrative framework and
           review
    • Authors: C. Ashley Fulmer; Cheri Ostroff
      Pages: n/a - n/a
      Abstract: In reaction to the growing attention to connecting individual‐level and unit‐level constructs, we first briefly review emergence terminology and theories that address the dynamic process by which a higher‐level phenomenon emerges from lower‐level elements. Next, we review the extant theory and research on emergence and convergence in organization science using an organizing framework that simultaneously considers the content area of lower‐level elements, the emergent factors, and the target of the emergent property. In addition to organizing and bridging current literature on emergence and convergence, gaps of existing research and new directions for future research, including compilation and divergence, are identified. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-01-15T06:21:26.571883-05:
      DOI: 10.1002/job.1987
       
  • Which comes first, organizational culture or performance? A
           longitudinal study of causal priority with automobile dealerships
    • Authors: Anthony S. Boyce; Levi R. G. Nieminen, Michael A. Gillespie, Ann Marie Ryan, Daniel R. Denison
      Pages: n/a - n/a
      Abstract: Prior research supports a link between organizational culture and performance but generally falls short of establishing causality or determining the direction of a culture–performance (C‐P) relationship. Using data collected from 95 franchise automobile dealerships over 6 years, we studied longitudinal culture–performance relationships to determine whether culture or performance has causal priority, or alternatively, whether a reciprocal relationship exists. Results from cross‐lagged panel analyses indicate that culture “comes first,” consistently predicting subsequent ratings of customer satisfaction and vehicle sales. Furthermore, the positive effect of culture on vehicle sales is fully mediated by customer satisfaction ratings. Copyright © 2015 John Wiley & Sons, Ltd.
      PubDate: 2015-01-15T06:13:17.248924-05:
      DOI: 10.1002/job.1985
       
  • A cross‐cultural examination of subordinates' perceptions of and
           reactions to abusive supervision
    • Authors: Ryan M. Vogel; Marie S. Mitchell, Bennett J. Tepper, Simon L. D. Restubog, Changya Hu, Wei Hua, Jia‐Chi Huang
      Pages: n/a - n/a
      Abstract: This manuscript explores cross‐cultural differences in reactions to perceived abusive supervision. Based on an integration of fairness heuristic theory with principles about cross‐cultural differences in the importance of hierarchical status, we theorize that subordinates from the Anglo culture perceive and react to abusive supervision more negatively than subordinates from the Confucian Asian culture. The predictions were tested within two field studies. Study 1 results show that culture moderated the direct effect of perceived abusive supervision on interpersonal justice and the indirect effects of perceived abusive supervision (via interpersonal justice) on subordinates' trust in the supervisor and work effort. The negative effects of perceived abusive supervision were stronger for subordinates within the Anglo versus the Confucian Asian culture; subordinates from Anglo culture compared with Confucian Asian culture perceived abusive supervision as less fair. Perceived abusive supervision indirectly and negatively influenced subordinates' trust in the supervisor and work effort. Study 2 replicated the findings from Study 1 and extended them to show culture (Anglo vs. Confucian culture) moderated the effects because it influences subordinates' power distance orientation. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-11-25T07:24:04.8999-05:00
      DOI: 10.1002/job.1984
       
  • Effects of implicit achievement motivation, expected evaluations, and
           domain knowledge on creative performance
    • Authors: Jeremy L. Schoen
      Pages: n/a - n/a
      Abstract: This paper explores the effect of achievement motivation on creative performance. I also describe how expectations of differing types of evaluations and knowledge of the domain moderate the relationship between implicit achievement motivation and creativity. Results suggest achievement motivation, measured implicitly, is related to creative performance. Additionally, the effect of achievement motivation at the implicit level on creative performance is moderated by expectation of evaluation and domain knowledge in a three‐way interaction. The main effect for achievement motivation, assessed at the implicit level, as a predictor of creative performance holds when controlling for other factors previously tested as predictors of creativity, including a self‐report assessment achievement motivation. I conclude by discussing the implications of this research and provide suggestions for future research opportunities. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-11-25T07:10:29.977009-05:
      DOI: 10.1002/job.1982
       
  • Organizational embeddedness, turnover intentions, and voluntary turnover:
           The moderating effects of employee demographic characteristics and value
           orientations
    • Authors: Vesa Peltokorpi; David G. Allen, Fabian Froese
      Pages: n/a - n/a
      Abstract: To explain why some employees who experience high embeddedness contemplate leaving their organizations and others do not, we examined the moderating effects of employee demographic characteristics (age and gender) and value orientations (individualism and risk aversion) between organizational embeddedness and turnover intentions. Turnover intentions were further expected to increase voluntary turnover. Data were collected from 643 full‐time employees at three points in time over a 12‐month time period in a wide range of organizations in Japan, a relatively low turnover context with little prior embeddedness research. Findings show that gender and risk aversion moderate the relationship between organizational embeddedness and turnover intentions, which in turn predict voluntary turnover. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-11-25T07:03:28.162822-05:
      DOI: 10.1002/job.1981
       
  • Fear of terror and increased job burnout over time: Examining the
           mediating role of insomnia and the moderating role of work support
    • Authors: Sharon Toker; Gregory A. Laurence, Yitzhak Fried
      Pages: n/a - n/a
      Abstract: While the prevalence of terrorism has increased substantially, there is a paucity of research on the effects of terrorism on employee behavior at work. Building on conservation of resources (COR) theory, and its extension, the conservation of social resources theory, we close gaps in the literature by investigating the effect of fear of terror on increased job burnout over time, the mediating effect of insomnia, and the moderating effect of supervisor and co‐worker support on these relationships. This longitudinal study followed a large sample of Israeli employees (n = 670) across three time measurements over 7 years, in a time period characterized by a high number of terror attacks. The results showed fear of terror to be related to elevated job burnout over time, even during a period in which terror attacks were reduced substantially. Further, insomnia mediated the relationship between fear of terror and increased burnout, while co‐worker support, but not supervisor support, moderated the relationships between fear of terror and increased insomnia and between increased insomnia and increased burnout. The results further support the notion of loss cycles in COR theory, as well as the importance of social resources, which are the cornerstones of conservation of social resources theory. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-11-25T06:06:06.806433-05:
      DOI: 10.1002/job.1980
       
  • Overqualification and counterproductive work behaviors: Examining a
           moderated mediation model
    • Authors: Songqi Liu; Aleksandra Luksyte, Le Zhou, Junqi Shi, Mo Wang
      Pages: n/a - n/a
      Abstract: The current study examined the effect of employees' perceived overqualification on counterproductive work behaviors (CWBs). Building on person–job fit theory and prior research on such organizational phenomena, we conceptualized overqualification as a type of poor person–job fit. Drawing on the dual‐process model, we further suggested that in processing their person–job misfit, overqualified employees might cognitively appraise themselves as less worthy organizational members and experientially feel angry toward the employment situation. We also suggested that to the extent that overqualified people are sensitive to justice, they may react more or less strongly to being overqualified. We tested our predictions using time‐lagged data from a sample of 224 workers and their supervisors employed in a large manufacturing company in China. Consistent with our theoretical framework, we found that organization‐based self‐esteem (OBSE) and anger toward employment situation mediated the positive relationships between perceived overqualification and both self‐rated and supervisor‐rated CWBs. In addition, justice sensitivity moderated the relationship between perceived overqualification and the mediators (i.e., OBSE and anger) and the indirect relationship between perceived overqualification and CWB. The theoretical and practical implications of these findings as well as future research directions are discussed. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-11-24T03:52:25.107735-05:
      DOI: 10.1002/job.1979
       
  • Workplace incivility: A review of the literature and agenda for future
           research
    • Authors: Pauline Schilpzand; Irene E. De Pater, Amir Erez
      Pages: n/a - n/a
      Abstract: A growing body of research explores workplace incivility, defined as low‐intensity deviant workplace behavior with an ambiguous intent to harm. In the 15 years since the theoretical introduction of the workplace incivility construct, research in this domain has taken off, albeit in a variety of directions. We review the extant body of research on workplace incivility and note the multitude of samples, sources, methodologies, and instrumentation used. In this review article, we provide an organized review of the extant body of work that encompasses three distinct types of incivility: experienced, witnessed, and instigated incivility. These three types of incivility serve as the foundation for a series of comprehensive models in which we integrate extant empirical research. In the last part of this review article, we suggest directions for future research that may contribute to this growing body of work. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-10-28T02:42:55.050886-05:
      DOI: 10.1002/job.1976
       
  • Good acting requires a good cast: A meso‐level model of deep acting
           in work teams
    • Authors: William J. Becker; Russell Cropanzano
      Pages: n/a - n/a
      Abstract: This study proposes and tests a meso‐level model of deep acting in work teams that draws on emotional contagion theory to explain how shared means of complying with display rules can arise in work teams. We argue that the presence of influential deep actors can lead to greater convergence (lower dispersion) on individual deep acting in the team. That is, team members behave more similarly. When a team has greater convergence, deep acting by individual members should be related to lower emotional exhaustion and higher job satisfaction and in‐role performance. In a sample of mature work teams, these hypotheses received general support. Our findings suggested that team‐level deep acting effects can foster benefits for team members (lower emotional exhaustion and higher satisfaction) and organizations (higher job performance). Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-10-23T22:13:45.752699-05:
      DOI: 10.1002/job.1978
       
  • Effects of initial resources on the development of strains during a
           stressful training situation: Some counterintuitive results
    • Authors: Terry A. Beehr; Jennifer M. Ragsdale, Jonathan F. Kochert
      Pages: n/a - n/a
      Abstract: Resource theories of occupational stress argue that employees' personal and environmental resources protect them from too much distress or strain during stressful work experiences. We examined four resources (emotional stability, previous experience, low drain on pre‐existing resources, and workgroup quality) available to soldiers at the beginning of a stressful 3‐month training experience as predictors of the trajectories of their strains over that period of time. Based on conservation of resources theory and the job demands–resources model, we predicted that the trends of strains would be more favorable (would increase more slowly or decline more quickly) if participants started the training with greater resources. The resources, primarily emotional stability and lack of pre‐existing resource drain, tended to be negatively related to strains, consistent with the idea that they can reduce strains. Significant interactions predicting trends were found predicting two of the three strains (post‐traumatic stress symptoms and depression, but not reports of physical health). Contrary to expectations, however, the three resources that significantly predicted trends over time (emotional stability, previous experience, and low pre‐existing resource drain) were associated with worsening rather than improving strains. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-10-23T22:09:29.850368-05:
      DOI: 10.1002/job.1974
       
  • Leader–member exchange and job performance: The effects of taking
           charge and organizational tenure
    • Authors: Tae‐Yeol Kim; ZhiQiang Liu, James M. Diefendorff
      Pages: n/a - n/a
      Abstract: We theorized and tested the mechanisms by which leader–member exchange (LMX) quality is associated with job performance. The results obtained using 212 employee–supervisor pairs from eight Chinese companies indicated that LMX quality had an indirect and positive relationship with taking charge via psychological empowerment and had an indirect and positive relationship with job performance via taking charge. In addition, organizational tenure significantly moderated the relationship between taking charge and job performance, such that the positive effect of taking charge on job performance became weaker as organizational tenure increased. Furthermore, organizational tenure significantly moderated the indirect positive relationship between LMX quality and job performance via taking charge; the indirect effect became weaker as organizational tenure increased. These results suggest that organizations should encourage managers to develop high‐quality LMX with their subordinates, which may make them feel more empowered and engage in more taking charge, and result in better job performance. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-10-23T22:09:14.490568-05:
      DOI: 10.1002/job.1971
       
  • Spillover and crossover of sex‐based harassment from work to home:
           Supervisor gender harassment affects romantic relationship functioning via
           targets' anger
    • Authors: Angela M. Dionisi; Julian Barling
      Pages: n/a - n/a
      Abstract: We investigate how gender harassment affects the romantic relationships (i.e., romantic relationship adjustment and romantic relationship efficacy) of female targets (spillover effects) and their romantic partners (crossover effects), and what role targets' anger in response to their gender harassment plays in these relationships. We explored these questions using two US samples. Sample 1 comprised 206 females, all of whom provided data on their gender harassment experiences, feelings of anger, and romantic relationship functioning. Sample 2 consisted of 60 romantic dyads. Females once again provided data on their gender harassment experiences and feelings of anger; their romantic partners reported on their own romantic relationship functioning. Full support emerged for hypothesized spillover effects: supervisor gender harassment indirectly and negatively influenced targets' romantic relationship adjustment and romantic relationship efficacy through target anger (Sample 1). Full support also emerged for hypothesized crossover effects: supervisor gender harassment indirectly and negatively influenced the romantic relationship adjustment and romantic relationship efficacy of targets' romantic partners through target anger (Sample 2). Implications for theory, research, and practice are considered. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-10-22T21:59:22.539337-05:
      DOI: 10.1002/job.1969
       
  • On ethical leadership impact: The role of follower mindfulness and moral
           emotions
    • Authors: Silke Astrid Eisenbeiss; Daan Knippenberg
      Pages: n/a - n/a
      Abstract: With the present paper, we aim to provide new conceptual insights and empirical evidence on ethical leadership contingencies: we analyze under what conditions ethical leadership can positively impact follower discretionary work behaviors (extra effort and helping). We argue that followers vary in terms of their sensitivity toward and processing of moral information, as conveyed by ethical leaders, and that these individual differences determine the strength of the link between ethical leadership and follower discretionary work behaviors. In a multisource study with 135 leader–follower dyads, we examine two prototypical examples of affective and cognitive individual differences that involve a heightened inclination toward morality: follower moral emotions and follower mindfulness. Our findings indicate that ethical leadership is more strongly related to follower extra effort and helping at higher levels of follower moral emotions and higher levels of follower mindfulness. We discuss the implications of this moral information processing perspective on ethical leadership for research and managerial practice. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-10-21T21:06:47.554948-05:
      DOI: 10.1002/job.1968
       
  • Idiosyncratic deals in contemporary organizations: A qualitative and
           meta‐analytical review
    • Authors: Chenwei Liao; Sandy J. Wayne, Denise M. Rousseau
      Pages: n/a - n/a
      Abstract: Idiosyncratic deals (i‐deals) research focuses on the emergence of customized work arrangements employees negotiate with their employers. This article provides a critical review and synthesis of i‐deals research, combining a qualitative review of i‐deals theory and research with a supplementary meta‐analysis of 23 empirical studies (k = 27 samples, N = 8110 individuals). The qualitative review examines the conceptualization and measurement of i‐deals and identifies patterns and gaps in i‐deals research, while the quantitative meta‐analysis tests the moderating effect of societal cultures on the predictors and consequences of ideals investigated to date. In each section, attention is given to strengths and weaknesses of current approaches to i‐deals theory and research. Future research directions are identified with particular emphasis on the largely unexamined role of i‐deals from a multilevel perspective. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-10-16T06:47:38.540037-05:
      DOI: 10.1002/job.1959
       
  • Best practice recommendations for data screening
    • Authors: Justin A. DeSimone; P. D. Harms, Alice J. DeSimone
      Pages: n/a - n/a
      Abstract: Survey respondents differ in their levels of attention and effort when responding to items. There are a number of methods researchers may use to identify respondents who fail to exert sufficient effort in order to increase the rigor of analysis and enhance the trustworthiness of study results. Screening techniques are organized into three general categories, which differ in impact on survey design and potential respondent awareness. Assumptions and considerations regarding appropriate use of screening techniques are discussed along with descriptions of each technique. The utility of each screening technique is a function of survey design and administration. Each technique has the potential to identify different types of insufficient effort. An example dataset is provided to illustrate these differences and familiarize readers with the computation and implementation of the screening techniques. Researchers are encouraged to consider data screening when designing a survey, select screening techniques on the basis of theoretical considerations (or empirical considerations when pilot testing is an option), and report the results of an analysis both before and after employing data screening techniques. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-10-13T05:42:00.403245-05:
      DOI: 10.1002/job.1962
       
  • “Justice” and “fairness” are not the same thing
    • Authors: Barry Goldman; Russell Cropanzano
      Pages: n/a - n/a
      Abstract: Organizational justice researchers tend to treat as synonyms the terms “justice” and “fairness”. We discuss different definitional arguments, concluding that these two concepts are distinct. Justice should be defined as adherence to rules of conduct, whereas fairness should be defined as individuals' moral evaluations of this conduct. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-10-13T05:33:08.71286-05:0
      DOI: 10.1002/job.1956
       
  • It is time for justice: How time changes what we know about justice
           judgments and justice effects
    • Authors: Marion Fortin; Irina Cojuharenco, David Patient, Hayley German
      Pages: n/a - n/a
      Abstract: Organizational justice is an important determinant of workplace attitudes, decisions, and behaviors. However, understanding workplace fairness requires not only examining what happens but also when it happens, in terms of justice events, perceptions, and reactions. We organize and discuss findings from 194 justice articles with temporal aspects, selected from over a thousand empirical justice articles. By examining temporal aspects, our findings enrich and sometimes challenge the answers to three key questions in the organizational justice literature relating to (i) when individuals pay attention to fairness, including specific facets, (ii) how fairness judgments form and evolve, and (iii) how reactions to perceived (in)justice unfold. Our review identifies promising avenues for empirical work and emphasizes the importance of developing temporal theories of justice. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-10-08T19:45:46.327175-05:
      DOI: 10.1002/job.1958
       
  • A review of perceived diversity in teams: Does how members perceive their
           team's composition affect team processes and outcomes?
    • Authors: Meir Shemla; Bertolt Meyer, Lindred Greer, Karen A. Jehn
      Pages: n/a - n/a
      Abstract: In this paper, we review the growing literature on perceived diversity in teams. We aim to clarify the construct of perceived diversity and organize the findings in this emergent line of research. To do so, we develop a framework integrating research emerging on perceived diversity from across several different research fields. We propose that the nature of perceived diversity and its effects can be best understood by identifying the focal point of the diversity perceptions being studied: perceptions of self‐to‐team dissimilarity, of subgroup splits, and of group heterogeneity. Our review concludes that perceived self‐to‐team dissimilarity and perceived subgroup splits mostly have been linked to negative effects for individuals and groups, whereas perceived group heterogeneity has been shown to exert both positive and negative effects on group outcomes. Our review also draws attention to the problem that research on perceived diversity varies not only in definitions and conceptualizations, but also in the methodological approaches towards operationalizing perceived diversity. We conclude by discussing potential areas for future research. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-10-07T04:41:42.761736-05:
      DOI: 10.1002/job.1957
       
  • Heuristics as adaptive decision strategies in management
    • Authors: Florian Artinger; Malte Petersen, Gerd Gigerenzer, Jürgen Weibler
      Pages: n/a - n/a
      Abstract: In the management literature, heuristics are often conceived of as a source of systematic error, whereas logic and statistics are regarded as the sine qua non of good decision making. Yet, this view can be incorrect for decisions made under uncertainty, as opposed to risk. Research on fast and frugal heuristics shows that simple heuristics can be successful in complex, uncertain environments and also when and why this is the case. This article describes the conceptual framework of heuristics as adaptive decision strategies and connects it with the managerial literature. We review five classes of heuristics, analyze their common building blocks, and show how these are applied in managerial decision making. We conclude by highlighting some prominent opportunities for future research in the field. In the uncertain world of management, simple heuristics can lead to better and faster decisions than complex statistical procedures. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-09-22T03:32:12.594762-05:
      DOI: 10.1002/job.1950
       
  • Individual adaptive performance in organizations: A review
    • Authors: Dustin K. Jundt; Mindy K. Shoss, Jason L. Huang
      Pages: n/a - n/a
      Abstract: Modern work is frequently characterized by jobs where adaptive performance (AP) is crucial for employees to succeed in light of new or altered task demands. This recognition has fueled growing interest in AP as a dimension of workplace performance. To this point, however, research on AP has evolved from disparate perspectives and methods, resulting in fragmentation and a less than coherent knowledge base. This paper presents a comprehensive review of research studies regarding the nomological network of individual AP. In doing so, we synthesize the current knowledge base surrounding correlates of AP, elucidate current ambiguities, and suggest directions for future research efforts. We conclude that although the extant AP literature has amassed a critical body of studies linking various predictors to successful AP outcomes, much remains unknown, most critically regarding the implications of different methods of assessing AP, the effects of different types of changes in the task environment, the process of AP, and the steps organizations can take to foster AP among their employees. We hope that our synthesis and analysis paves the way for efforts to address these important questions. Copyright © 2014 John Wiley & Sons, Ltd.
      PubDate: 2014-09-16T21:55:37.243651-05:
      DOI: 10.1002/job.1955
       
  • 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
       
  • Recovery from job stress: The stressor-detachment model as an integrative
           framework
    • 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
       
  • 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 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
       
 
 
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