All Stories

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