All Stories

  1. Detecting false identities: A solution to improve web-based surveys and research on leadership and health/well-being.
  2. Assessing and interpreting interaction effects: A reply to Vancouver, Carlson, Dhanani, and Colton (2021).
  3. How to enhance scholarly impact: recommendations for university administrators, researchers and educators
  4. Understanding employee responses to COVID-19: a behavioral corporate social responsibility perspective
  5. Conducting Management Research in Latin America: Why and What’s in It for You?
  6. Transparency and replicability in qualitative research: The case of interviews with elite informants
  7. Best Practices in Data Collection and Preparation: Recommendations for Reviewers, Editors, and Authors
  8. A Pluralist Conceptualization of Scholarly Impact in Management Education: Students as Stakeholders
  9. High-Stakes Testing Case Study: A Latent Variable Approach for Assessing Measurement and Prediction Invariance
  10. Innovation leadership: Best-practice recommendations for promoting employee creativity, voice, and knowledge sharing
  11. Employee perceptions of corporate social responsibility: Effects on pride, embeddedness, and turnover
  12. Expanding job crafting theory beyond the worker and the job
  13. A Pluralist Conceptualization of Scholarly Impact in Management Education
  14. Women are extremely underrepresented in the elite range of performance.
  15. Change CAN Happen in Academia: The Story of Organizational Research Methods
  16. The two sides of CEO pay injustice
  17. CEO pay is indeed decoupled from CEO performance: charting a path for the future
  18. Evidence-based recommendations for employee performance monitoring
  19. What You See Is What You Get? Enhancing Methodological Transparency in Management Research
  20. HARKing: How Badly Can Cherry-Picking and Question Trolling Produce Bias in Published Results?
  21. It’s About Time: New Perspectives and Insights on Time Management
  22. Research performance as a quality signal in international labor markets: Visibility of business schools worldwide through a global research performance system
  23. Most Frequently Cited Sources, Articles, and Authors in Industrial-Organizational Psychology Textbooks: Implications for the Science–Practice Divide, Scholarly Impact, and the Future of the Field
  24. Not all nonnormal distributions are created equal: Improved theoretical and measurement precision.
  25. Advancing Theory by Assessing Boundary Conditions With Metaregression: A Critical Review and Best-Practice Recommendations
  26. Science’s reproducibility and replicability crisis: International business is not immune
  27. Is there a credibility crisis in strategic management research? Evidence on the reproducibility of study findings
  28. A Meta-Analysis of the Interactive, Additive, and Relative Effects of Cognitive Ability and Motivation on Performance
  29. Using Theory Elaboration to Make Theoretical Advancements
  30. On Corporate Social Responsibility, Sensemaking, and the Search for Meaningfulness Through Work
  31. Twilight of dawn or of evening? A century of research methods in the Journal of Applied Psychology.
  32. Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms
  33. What Doesn’t Get Measured Does Exist
  34. How to conduct and interpret tests involving moderated and mediated relations
  35. Differential prediction generalization in college admissions testing.
  36. A Comprehensive and Multi-Purpose Global Research Performance Information System
  37. HARKing's Threat to Organizational Research: Evidence From Primary and Meta-Analytic Sources
  38. Power law distributions in entrepreneurship: Implications for theory and research
  39. Competence- and Integrity-Based Trust in Interorganizational Relationships: Which Matters More?
  40. Using multilevel modeling and mixed methods to make theoretical progress in microfoundations for strategy research
  41. The secret sauce for organizational success
  42. A Critical Review and Best-Practice Recommendations for Control Variable Usage
  43. How do star employees become stars?
  44. Detrimental Citizenship Behaviour: A Multilevel Framework of Antecedents and Consequences
  45. An Expanded Decision-Making Procedure for Examining Cross-Level Interaction Effects With Multilevel Modeling
  46. Correlational effect size benchmarks.
  47. Scholarly Impact: A Pluralist Conceptualization
  48. Using meta-analytic structural equation modeling to advance strategic management research: Guidelines and an empirical illustration via the strategic leadership-performance relationship
  49. Industrial–Organizational Psychologists in Business Schools: Brain Drain or Eye Opener?
  50. Best Practice Recommendations for Designing and Implementing Experimental Vignette Methodology Studies
  51. Research on Hispanics benefits the field of management
  52. An Ounce of Prevention Is Worth a Pound of Cure: Improving Research Quality Before Data Collection
  53. Revisiting some “established facts” in the field of management
  54. Corrigendum
  55. Doing Good and Doing Well: On the Multiple Contributions of Journal Editors
  56. Embedded Versus Peripheral Corporate Social Responsibility: Psychological Foundations
  57. Extending Corporate Social Responsibility Research to the Human Resource Management and Organizational Behavior Domains: A Look to the Future
  58. Methodological Wishes for the Next Decade and How to Make Wishes Come True
  59. Star Performers in Twenty-First Century Organizations
  60. Avoiding a “me” versus “we” dilemma: Using performance management to turn teams into a source of competitive advantage
  61. Best-Practice Recommendations for Estimating Cross-Level Interaction Effects Using Multilevel Modeling
  62. Green Organizations
  63. eLancing: A review and research agenda for bridging the science–practice gap
  64. What monetary rewards can and cannot do: How to show employees the money
  65. Organizing Around Transaction Costs: What Have We Learned and Where Do We Go from Here?
  66. Best-Practice Recommendations for Defining, Identifying, and Handling Outliers
  67. Measurement Malaise in Strategic Management Studies
  68. Star Performers in Twenty-First-Century Organizations
  69. Assessing the value of human resource certification: A call for evidence-based human resource management
  70. What is the value of human resource certification? A multi-level framework for research
  71. Using Market Basket Analysis in Management Research
  72. Using performance management to win the talent war
  73. The Time Has Come
  74. Self-Reported Limitations and Future Directions in Scholarly Reports
  75. Conducting field experiments using eLancing's natural environment
  76. Performance management universals: Think globally and act locally
  77. Relationship Conflict Improves Team Performance Assessment Accuracy: Evidence From a Multilevel Study
  79. Scholarly Impact Revisited
  80. Delivering effective performance feedback: The strengths-based approach
  81. What We Know and Don’t Know About Corporate Social Responsibility
  82. Most productivity is attributable to a small minority of stars
  83. Understanding and estimating the power to detect cross-level interaction effects in multilevel modeling.
  84. Editorial Responsibility: Managing the Publishing Process to Do Good and Do Well
  85. Why we hate performance management—And why we should love it
  86. The Too-Much-of-a-Good-Thing Effect in Management
  87. Walking New Avenues in Management Research Methods and Theories: Bridging Micro and Macro Domains
  88. Using analysis of covariance (ANCOVA) with fallible covariates.
  89. Science-Practice Gap in e-Recruitment
  90. Coming to Consensus on Strategic Consensus
  91. Debunking Myths and Urban Legends About Meta-Analysis
  92. Meta-Analytic Choices and Judgment Calls: Implications for Theory Building and Testing, Obtained Effect Sizes, and Scholarly Impact
  93. Best-practice recommendations for estimating interaction effects using meta-analysis
  94. Best-practice recommendations for estimating interaction effects using moderated multiple regression
  95. Handbook of Employee Selection
  96. R is for Revolution
  97. Revival of test bias research in preemployment testing.
  98. Customer-Centric Science: Reporting Significant Research Results With Rigor, Relevance, and Practical Impact in Mind
  99. Using Experience Sampling Methodology to Advance Entrepreneurship Theory and Research
  100. Adverse Impact
  102. Moving beyond a legal-centric approach to managing workplace romances: organizationally sensible recommendations for HR leaders
  103. Benefits of Training and Development for Individuals and Teams, Organizations, and Society
  104. Cautionary note on conveniently dismissing χ
  105. Statistical and Methodological Myths and Urban Legends
  106. Scale Coarseness as a Methodological Artifact
  107. Perceived Entrepreneurial Success and Social Power
  108. Broadening International Perspectives on the Legal Environment for Personnel Selection
  109. International Perspectives on the Legal Environment for Selection
  110. From Charm to Harm: A Content‐Analytic Review of Sexual Harassment Court Cases Involving Workplace Romance
  111. Ethics in Research
  112. The Frustrating Search for Interaction Effects
  113. Opening the Black Box of Editorship
  114. Research in industrial and organizational psychology from 1963 to 2007: Changes, choices, and trends.
  115. 3 Staffing Twenty‐first‐century Organizations
  116. First Decade of Organizational Research Methods
  117. Teaching the Concept of the Sampling Distribution of the Mean
  118. Comparison of Three Meta-Analytic Procedures for Estimating Moderating Effects of Categorical Variables
  119. Organizational Research Methods Yearly Update
  121. Enhancing the relevance of organizational behavior by embracing performance management research
  122. Organizational Research Methods: Yearly Update
  123. Computation of Effect Size for Moderating Effects of Categorical Variables in Multiple Regression
  124. Editorial: Organizational Research Methods Yearly Update
  125. Teaching in China: Culture-based Challenges
  126. Demand for Certified Human Resources Professionals in Internet-Based Job Announcements
  127. Legal standards, ethical standards, and responses to social-sexual conduct at work
  128. Effect Size and Power in Assessing Moderating Effects of Categorical Variables Using Multiple Regression: A 30-Year Review.
  129. Accounting for Subordinate Perceptions of Supervisor Power: An Identity-Dependence Model.
  130. Organizational Research Methods Update
  131. Test development and use: New twists on old questions
  132. Cautionary Note on Reporting Eta-Squared Values from Multifactor ANOVA Designs
  133. Responding to sexual harassment complaints: Effects of a dissolved workplace romance on decision-making standards
  134. Romantic Relationships in Organizations: A Test of a Model of Formation and Impact Factors
  135. Estimation of Interaction Effects in Organization Studies
  136. A Generalized Solution for Approximating the Power to Detect Effects of Categorical Moderator Variables Using Multiple Regression
  138. The Federal Uniform Guidelines on Employee Selection Procedures (1978)
  139. A Framework for Investigating the Link between Workplace Romance and Sexual Harassment
  140. All for One and One for All? The Development and Transfer of Power across Organizational Levels
  141. Virtual Reality Technology: A New Tool for Personnel Selection
  142. Empirical Assessment of the Ethics of the Bogus Pipeline1
  144. A Clarifying Note on Differences Between the W. F. Cascio, J. Outtz, S. Zedeck, and I. L. Goldstein (1991) and H. Aguinis, J. M. Cortina, and E. Goldberg (1998) Banding Procedures
  145. Disputant Reactions to Managerial Conflict Resolution Tactics
  146. The Development and Validation of a Scale Measuring Global Social Power Based on French and Raven's Power Taxonomy1
  147. A New Procedure for Computing Equivalence Bands in Personnel Selection
  148. Social-Role versus Structural Models of Gender and Influence Use in Organizations
  149. Heterogeneity of Error Variance and the Assessment of Moderating Effects of Categorical Variables: A Conceptual Review
  150. Testing Moderator Variable Hypotheses Meta-Analytically
  151. Bridging the gap between romantic relationships and sexual harassment in organizations
  152. Ethical Issues in the Use of the Bogus Pipeline1
  153. The Unique Ethical Challenges of the Bogus Pipeline Methodology: Let the Data Speak
  154. Industrial and Organizational Psychology Programme at the University of Colorado at Denver
  155. Methodological artifacts in moderated multiple regression and their effects on statistical power.
  156. Improving The Estimation of Moderating Effects by Using Computer-Administered Questionnaires
  157. Power Bases of Faculty Supervisors and Educational Outcomes for Graduate Students
  158. Attraction in organizations: A model of workplace romance
  159. Statistical Power with Moderated Multiple Regression in Management Research
  160. Enhancing the Validity of Self-Reported Alcohol and Marijuana Consumption Using a Bogus Pipeline Procedure: A Meta-Analytic Review
  161. Integrating psychological science and religion.
  162. Estimating the Power to Detect Dichotomous Moderators with Moderated Multiple Regression
  163. A Quickbasic Program for Generating Correlated Multivariate Random Normal Scores
  164. The Use of Influence Tactics in Persuasion
  165. Type II Error Problems in the Use of Moderated Multiple Regression for the Detection of Moderating Effects of Dichotomous Variables
  167. Action Research and Scientific Method: Presumed Discrepancies and Actual Similarities
  168. The Effect of Credibility on Perceived Power1
  169. Conditions Under Which a Bogus Pipeline Procedure Enhances the Validity of Self-Reported Cigarette Smoking: A Meta-Analytic Review1