All Stories

  1. Designing fulfilling and productive workdays: Effects of task meaningfulness sequences on daily engagement and performance.
  2. A theoretical integration of leader emergence and leadership effectiveness: Over, under, and congruent emergence
  3. Sticking out versus fitting in: A social context perspective of ingratiation and its effect on social exchange quality with supervisors and teammates.
  4. Taking engagement to task: The nature and functioning of task engagement across transitions.
  5. Team Proces Survey Measure
  6. Meeting the need or falling in line? The effect of laissez-faire formal leaders on informal leadership
  7. Teams in transition: An integrative review and synthesis of research on team task transitions and propositions for future research
  8. Divided We Fall
  9. A meta-analysis of empowerment and voice as transmitters of high-performance managerial practices to job performance
  10. Stuck between a rock and a hard place: Contrasting upward and downward effects of leaders’ ingratiation
  11. A Meta-Analysis of Voice and Its Promotive and Prohibitive Forms: Identification of Key Associations, Distinctions, and Future Research Directions
  12. Realizing Challenges and Guarding Against Threats: Interactive Effects of Regulatory Focus and Stress on Performance
  13. Are Workplace Friendships a Mixed Blessing? Exploring Tradeoffs of Multiplex Relationships and their Associations with Job Performance
  14. Too Close for Comfort? Investigating the Nature and Functioning of Work and Non-work Role Segmentation Preferences
  15. “Well, I’m tired of tryin’!” Organizational citizenship behavior and citizenship fatigue.
  16. It's Not Fair … Or Is It? The Role of Justice and Leadership in Explaining Work Stressor–Job Performance Relationships
  17. A Configural Theory of Team Processes: Accounting for the Structure of Taskwork and Teamwork
  18. Explaining the justice–performance relationship: Trust as exchange deepener or trust as uncertainty reducer?
  19. A review of research on personality in teams: Accounting for pathways spanning levels of theory and analysis
  20. Trust in Typical and High-Reliability Contexts: Building and Reacting to Trust among Firefighters
  21. EDITORS' COMMENTS: DEVELOPING NOVEL THEORETICAL INSIGHT FROM REVIEWS OF EXISTING THEORY AND RESEARCH.
  22. Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test.
  23. Job Engagement: Antecedents and Effects on Job Performance
  24. A META-ANALYSIS OF TEAMWORK PROCESSES: TESTS OF A MULTIDIMENSIONAL MODEL AND RELATIONSHIPS WITH TEAM EFFECTIVENESS CRITERIA
  25. Trust, trustworthiness, and trust propensity: A meta-analytic test of their unique relationships with risk taking and job performance.
  26. Differential challenge stressor-hindrance stressor relationships with job attitudes, turnover intentions, turnover, and withdrawal behavior: A meta-analysis.
  27. Loving yourself abundantly: Relationship of the narcissistic personality to self- and other perceptions of workplace deviance, leadership, and task and contextual performance.
  28. A new perspective on a fundamental debate: a multilevel approach to industry, corporate, and business unit effects
  29. The Adequacy of Repeated-Measures Regression for Multilevel Research
  30. A Meta-Analytic Test of the Challenge Stressor–Hindrance Stressor Framework: An Explanation for Inconsistent Relationships Among Stressors and Performance
  31. Adaptation of Teams in Response to Unforeseen Change: Effects of Goal Difficulty and Team Composition in Terms of Cognitive Ability and Goal Orientation.
  32. Challenge and Hindrance Stress: Relationships With Exhaustion, Motivation to Learn, and Learning Performance.
  33. Peer responses to a team's weakest link: A test and extension of LePine and Van Dyne's model.
  34. Team adaptation and postchange performance: Effects of team composition in terms of members' cognitive ability and personality.
  35. EFFECTS OF ROTATED LEADERSHIP AND PEER EVALUATION ON THE FUNCTIONING AND EFFECTIVENESS OF SELF-MANAGED TEAMS: A QUASI-EXPERIMENT
  36. Multiple case studies of team effectiveness in manufacturing organizations
  37. Gender Composition, Situational Strength, and Team Decision-Making Accuracy: A Criterion Decomposition Approach
  38. Computer-assisted communication and team decision-making performance: The moderating effect of openness to experience.
  39. The nature and dimensionality of organizational citizenship behavior: A critical review and meta-analysis.
  40. Peer Responses to Low Performers: An Attributional Model of Helping in the Context of Groups
  41. Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with Big Five personality characteristics and cognitive ability.
  42. ADAPTABILITY TO CHANGING TASK CONTEXTS: EFFECTS OF GENERAL COGNITIVE ABILITY, CONSCIENTIOUSNESS, AND OPENNESS TO EXPERIENCE
  43. Toward an integrative theory of training motivation: A meta-analytic path analysis of 20 years of research.
  44. Effects of Participation on Performance and Satisfaction: Additional Meta-Analytic Evidence
  45. Predicting voice behavior in work groups.
  46. Accuracy decomposition and team decision making: Testing theoretical boundary conditions.
  47. EXTENDING THE MULTILEVEL THEORY OF TEAM DECISIC MAKING: EFFECTS OF FEEDBACK AND EXPERIENCE IN HIERARCHICAL TEAMS.
  48. HELPING AND VOICE EXTRA-ROLE BEHAVIORS: EVIDENCE OF CONSTRUCT AND PREDICTIVE VALIDITY.
  49. Effects of individual differences on the performance of hierarchical decision-making teams: Much more than g.
  50. Relationships Among Work and Non-Work Challenge and Hindrance Stressors and Non-Work and Work Criteria: A Model of Cross-Domain Stressor Effects
  51. Contextual performance and teamwork: Implications for staffing