All Stories

  1. A dual-pathway of perceived corporate social responsibility on managers’ behaviors: The moderating role of moral identity
  2. Dancing with inactive helpers: Effects of team members’ prosocial motivation profiles on team processes and performance.
  3. Curvilinearity in the Task Performance and Citizenship Behaviors Relationship: The Roles of Felt Responsibility and Perceived Prosocial Impact
  4. Task idiosyncratic deals and task interdependence: Effects on demand–ability fit and employee outcomes
  5. Employment Stability and Firm Performance Over Time: The Moderating Effect of Industry Volatility
  6. Trickle-down effects of corporate social responsibility on employee outcomes: the mediating role of family-supportive supervisor behaviors
  7. Effects of organizational innovative climate within organizations: The roles of Managers' proactive goal regulation and external environments
  8. Perceived overqualification and employee outcomes: The dual pathways and the moderating effects of dual‐focused transformational leadership
  9. Competence Drives Interest or Vice Versa? Untangling the Bidirectional Relationships between Creative Self‐Efficacy and Intrinsic Motivation for Creativity in Shaping Employee Creativity
  10. A paradox theory lens on proactivity, individual ambidexterity, and creativity: An empirical look
  11. Workplace status differences and proactive behaviours: The role of perceived insider status and promotion criterion
  12. Does Felt Obligation or Gratitude Better Explain the Relationship Between Perceived Organizational Support and Outcomes?
  13. Effects of Entrepreneurial Orientation Within Organizations: The Role of Passion for Inventing and Organizational Identification
  14. Effects of Leader Group Prototypicality on Leadership Outcomes through Leader Identity Threat: The Moderating Effects of Leader Perceptions of Organizational Support
  15. Why and for whom cyber incivility affects task performance? Exploring the intrapersonal processes and a personal boundary condition
  16. Socially responsible human resource management and employee performance: The roles of perceived external prestige and employee human resource attributions
  17. The interplay between perceived support and proactive personality: Effects on self-verification perceptions and emotions
  18. Double-Edged Effects of Creative Personality on Moral Disengagement and Unethical Behaviors: Dual Motivational Mechanisms and a Situational Contingency
  19. Authenticity or Self-Enhancement? Effects of Self-Presentation and Authentic Leadership on Trust and Performance
  20. The interplay of leader–member exchange and peer mentoring in teams on team performance via team potency
  21. Dual-focused transformational leadership and individual creativity: moderating effects of team scout activity and individual perspective-taking
  22. Helping While Competing? The Complex Effects of Competitive Climates on the Prosocial Identity and Performance Relationship
  23. Employee proactive goal regulation and job performance: The role modeling and interacting effects of leader proactive goal regulation
  24. Perceived Cognitive Diversity and Creativity: A Multilevel Study of Motivational Mechanisms and Boundary Conditions
  25. Is ‘be yourself’ always the best advice? The moderating effect of team ethical climate and the mediating effects of vigor and demand–ability fit
  26. how diversity of social network enhances individual creativity
  27. Employee well‐being attribution and job change intentions: The moderating effect of task idiosyncratic deals
  28. Customer service at altitude: effects of empowering leadership
  29. Dual-focused Transformational Leadership and Employee Creativity
  30. Self-verification striving and employee outcomes
  31. Person or Job? Change in Person‐Job Fit and Its Impact on Employee Work Attitudes over Time
  32. Equal or equitable pay? Individual differences in pay fairness perceptions
  33. Corporate social responsibility and employee engagement: The moderating role of CSR-specific relative autonomy and individualism
  34. Proactive Personality and Feedback-Seeking Behaviors: The Effects of Supervisor Feedback and Overall Fairness
  35. Person–Organization Fit and Friendship From Coworkers: Effects on Feeling Self-Verified and Employee Outcomes
  36. Interactive effects of multiple organizational climates on employee innovative behavior in entrepreneurial firms: A cross-level investigation
  37. Cognitive diversity and team creativity: Effects of team intrinsic motivation and transformational leadership
  38. High performance work systems and organization attraction
  39. Complementary or Substitutive Effects? Corporate Governance Mechanisms and Corporate Social Responsibility
  40. Mutual Trust Between Leader and Subordinate and Employee Outcomes
  41. Taking charge and employee outcomes: the moderating effect of emotional competence
  42. Lateral hiring and the performance of professional service firms: the moderating effects of leverage ratio
  43. Supervisor Humor and Employee Outcomes: The Role of Social Distance and Affective Trust in Supervisor
  44. How and when a high quality of leader-member exchange relationship matter?
  45. Social Comparison and Distributive Justice: East Asia Differences
  46. The Interplay Between Follower Core Self-Evaluation and Transformational Leadership: Effects on Employee Outcomes
  47. Come rain or come shine: supervisor behavior and employee job neglect
  48. Personality and Participative Climate: Antecedents of Distinct Voice Behaviors
  49. A Dynamic Approach to Fairness: Effects of Temporal Changes of Fairness Perceptions on Job Attitudes
  50. Person–organization fit and employee outcomes: test of a social exchange model
  51. Person–Organization Fit on Prosocial Identity: Implications on Employee Outcomes
  52. A Multilevel Model of Team Goal Orientation, Information Exchange, and Creativity
  53. Lateral Hiring and Firm Performance: The Effects of Leverage Ratio
  54. A profile approach to self-determination theory motivations at work
  55. The Long Arm of the Job: Parents’ Work-Family Conflict and Youths’ Work Centrality
  56. When and How Cognitive Diversity Benefits Team Creativity: The Importance of Leadership
  57. Proactive socialization behavior in China: The mediating role of perceived insider status and the moderating role of supervisors' traditionality
  58. Cooperation across cultures: An examination of the concept in 16 countries
  59. Family-Supportive Work Environment and Employee Work Behaviors
  60. Leaders’ Moral Competence and Employee Outcomes: The Effects of Psychological Empowerment and Person–Supervisor Fit
  61. Cognitive Team Diversity and Individual Team Member Creativity: A Cross-Level Interaction
  62. Dispositional Antecedents of Demonstration and Usefulness of Voice Behavior
  63. Person-Environment Fit and its Effects on University Students: A Response Surface Methodology Study
  64. Perceived Fairness of Pay: The Importance of Task versus Maintenance Inputs in Japan, South Korea, and Hong Kong
  65. Proactive Personality and Employee Creativity: The Effects of Job Creativity Requirement and Supervisor Support for Creativity
  66. Person-career fit and employee outcomes among research and development professionals
  67. Top management credibility and employee cynicism: A comprehensive model
  68. Emotional competence and work performance: The mediating effect of proactivity and the moderating effect of job autonomy
  69. South Korean managerial reactions to voicing discontent: The effects of employee attitude and employee communication styles
  70. Proactive Personality, Employee Creativity, and Newcomer Outcomes: A Longitudinal Study
  71. Retaliation against supervisory mistreatment
  72. Workplace offense and victims' reactions: the effects of victim-offender (dis)similarity, offense-type, and cultural differences
  73. Forming and reacting to overall fairness: A cross-cultural comparison
  74. Conflict management styles: the differences among the Chinese, Japanese, and Koreans
  75. Socialization Tactics, Employee Proactivity, and Person-Organization Fit.