| Reorienting job crafting research: A hierarchical structure of job crafting concepts and integrative review |
43 |
| Recovery from work-related effort: A meta-analysis |
40 |
| Empowering leadership: A meta-analytic examination of incremental contribution, mediation, and moderation |
34 |
| Inspired to perform: A multilevel investigation of antecedents and consequences of thriving at work |
30 |
| A meta-analysis of the antecedents of work-family enrichment |
28 |
| Trust in work teams: An integrative review, multilevel model, and future directions |
26 |
| Different motivations for knowledge sharing and hiding: The role of motivating work design |
26 |
| A dynamic phase model of psychological contract processes |
24 |
| Workforce engagement: What it is, what drives it, and why it matters for organizational performance |
23 |
| Occupational future time perspective: A meta-analysis of antecedents and outcomes |
21 |
| Shared leadership: A state-of-the-art review and future research agenda |
20 |
| Corporate social responsibility and employee engagement: The moderating role of CSR-specific relative autonomy and individualism |
20 |
| Leader-member exchange (LMX) differentiation and work outcomes: Conceptual clarification and critical review |
20 |
| Understanding knowledge hiding in organizations |
20 |
| Need for recovery after emotional labor: Differential effects of daily deep and surface acting |
19 |
| Who are the most engaged at work? A meta-analysis of personality and employee engagement |
17 |
| Examining the nature, causes, and consequences of profiles of organizational citizenship behavior |
17 |
| Knowledge hiding as a barrier to thriving: The mediating role of psychological safety and moderating role of organizational cynicism |
17 |
| Leader-member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader-member exchange |
16 |
| Family-supportive supervisor behaviors: A review and recommendations for research and practice |
16 |
| Employee reactions to talent management: Assumptions versus evidence |
16 |
| Speaking up and moving up: How voice can enhance employees' social status |
16 |
| Attachment theory at work: A review and directions for future research |
13 |
| Changing the focus of locus (of control): A targeted review of the locus of control literature and agenda for future research |
12 |
| Identity work in organizations and occupations: Definitions, theories, and pathways forward |
12 |
| Two roads to effectiveness: CEO feedback seeking, vision articulation, and firm performance |
12 |
| Transformational leadership and creativity: A meta-analytic review and identification of an integrated model |
12 |
| Perceived mastery climate, felt trust, and knowledge sharing |
12 |
| Differential implications of team member promotive and prohibitive voice on innovation performance in research and development project teams: A dialectic perspective |
12 |
| Feeling interruptedBeing responsive: How online messages relate to affect at work |
11 |
| Why seeking feedback from diverse sources may not be sufficient for stimulating creativity: The role of performance dynamism and creative time pressure |
11 |
| Fluid and stable: Dynamics of team action patterns and adaptive outcomes |
11 |
| Step by step: Capturing the dynamics of work team process through relational event sequences |
11 |
| I feel your pain: A critical review of organizational research on empathy |
11 |
| CSR initiative characteristics and employee engagement: An impact-based perspective |
11 |
| Information sharing and decision-making in multidisciplinary crisis management teams |
11 |
| Should we be challenging employees?: A critical review and meta-analysis of the challenge-hindrance model of stress |
10 |
| Supervisor expediency to employee expediency: The moderating role of leader-member exchange and the mediating role of employee unethical tolerance |
10 |
| Sleeping with a broken promise: The moderating role of generativity concerns in the relationship between psychological contract breach and insomnia among older workers |
10 |
| The long arm of email incivility: Transmitted stress to the partner and partner work withdrawal |
9 |
| A meta-analysis of empowerment and voice as transmitters of high-performance managerial practices to job performance |
9 |
| Sexual harassment training effectiveness: An interdisciplinary review and call for research |
9 |
| Leader-signaled knowledge hiding: Effects on employees' job attitudes and empowerment |
9 |
| Rivals or allies: How performance-prove goal orientation influences knowledge hiding |
8 |
| Two facets of conscientiousness and the knowledge sharing dilemmas in the workplace: Contrasting moderating functions of supervisor support and coworker support |
8 |
| So far, so good: Up to now, the challenge-hindrance framework describes a practical and accurate distinction |
8 |
| Team learning from setbacks: A study in the context of start-up teams |
8 |
| Antecedents of organizational and community embeddedness: The roles of support, psychological safety, and need to belong |
8 |
| Introducing changes at work: How voice behavior relates to management innovation |
8 |
| The importance of group-focused transformational leadership and felt obligation for helping and group performance |
8 |
