TOC: J Man


Journal of Management, 41(7)

Revisiting How and When Perceived Organizational Support Enhances Taking Charge: An Inverted U-Shaped Perspective

Meredith F. Burnett, Dan S. Chiaburu, Debra L. Shapiro, and Ning Li [Publisher] [Google Scholar]

Short- and Long-Term Performance Feedback and Absorptive Capacity

Chanan Ben-Oz and Henrich R. Greve [Publisher] [Google Scholar]

Supervisory Responsiveness and Employee Self-Perceived Status and Voice Behavior

Onne Janssen and Liping Gao [Publisher] [Google Scholar]

Responses to a Governance Mandate: The Adoption of Governance Committees by NYSE Firms

Carla D. Jones, Mengge Li, and Albert A. Cannella, Jr. [Publisher] [Google Scholar]

Getting Everyone on Board: The Effect of Differentiated Transformational Leadership by CEOs on Top Management Team Effectiveness and Leader-Rated Firm Performance

Xin-an Zhang, Ning Li, Johannes Ullrich, and Rolf van Dick [Publisher] [Google Scholar]

Leading Machiavellians: How to Translate Machiavellians? Selfishness Into Pro-Organizational Behavior

Frank D. Belschak, Deanne N. Den Hartog, and Karianne Kalshoven [Publisher] [Google Scholar]

CEO Social Capital and Entrepreneurial Orientation of the Firm: Bonding and Bridging Effects

Qing Cao, Zeki Simsek, and Justin J. P. Jansen [Publisher] [Google Scholar]

Willing and Able: Action-State Orientation and the Relation Between Procedural Justice and Employee Cooperation

Marius van Dijke, David De Cremer, Lieven Brebels, and Niels Van Quaquebeke [Publisher] [Google Scholar]

Extraverts Engage in More Interpersonal Citizenship When Motivated to Impression Manage: Getting Along to Get Ahead?

Dan S. Chiaburu, Adam C. Stoverink, Ning Li, and Xin-an Zhang [Publisher] [Google Scholar]