Revisiting how and when perceived organizational support enhances taking charge: : An inverted u-shaped perspective
Meredith F. Burnett, Dan S. Chiaburu, Debra L. Shapiro, Ning Li
págs. 1805-1826
Short- and long-term performance feedback and absorptive capacity
Chanan Ben-Oz, Henrich R. Greve
págs. 1827-1853
Supervisory responsiveness and employee self-perceived status and voice behavior
Onne Janssen, Liping Gao
págs. 1854-1872
Responses to a governance mandate: : The adoption of Governance Committees by NYSE Firms
Carla D. Jones, Mengge Li, Albert A. Cannella, Jr.
págs. 1873-1897
Getting everyone on boards on top management team effectiveness and leader-rated firm performance: : The effect of differentiated transformational leadership by CEO
Xin-an Zhang, Ning Li, Johannes Ullrich, Rolf Van Dick
págs. 1898-1933
Leading machiavellians: : How to translate Machiavellians’ selfishness into pro-organizational behavior
Frank D. Belschak, Deanne N. Den Hartog, Karianne Kalshoven
págs. 1934-1956
CEO social capital and entrepreneurial orientation of the firm: : Bonding and bridging effects
Qiang Cai, Zeki Simsek, Justin J. P. Jansen
págs. 1957-1981
Willing and able: : Action-state orientation and the relation between procedural justice and employee cooperation
Marius Van Dijke, David De Cremer, Lieven Brebels, Niels van Quaquebeke
págs. 1982-2003
Extraverts engage in more interpersonal citizenship when motivated to impression manage: : Getting along to get ahead?
Dan S. Chiaburu, Adam C. Stoverink, Ning Li, Xin-an Zhang
págs. 2004-2031