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The Journal of Applied Psychology|June 1, 2021
First impression effects in organizational psychologyBrian W Swider, T Brad Harris, Qing Gong
The Journal of Applied Psychology|January 5, 2016
Initial impressions: What they are, what they are not, and how they influence structured interview outcomesBrian W Swider, Murray R Barrick, T Brad Harris
The Journal of Social Psychology|August 27, 2014
Ideology and gender: observers' system justification and targets' gender as interactive predictors of citizenship expectationsDan S Chiaburu, T Brad Harris, Troy A Smith
The Journal of Applied Psychology|May 30, 2024
A person-centered approach to behaving badly at work: An examination of workplace deviance patternsBailey Bigelow, Jason Kautz, Nichelle C Carpenter, et al.
The Journal of Applied Psychology|June 22, 2011
The role of organizational insiders' developmental feedback and proactive personality on newcomers' performance: an interactionist perspectiveNing Li, T Brad Harris, Wendy R Boswell, et al.
The Journal of Applied Psychology|March 11, 2016
Recognizing "me" benefits "we": Investigating the positive spillover effects of formal individual recognition in teamsNing Li, Xiaoming Zheng, T Brad Harris, et al.
The Journal of Applied Psychology|March 10, 2017
Employees on the rebound: Extending the careers literature to include boomerang employmentBrian W Swider, Joseph T Liu, T Brad Harris, et al.
The Journal of Applied Psychology|June 7, 2011
Managing and creating an image in the interview: the role of interviewee initial impressionsBrian W Swider, Murray R Barrick, T Brad Harris, et al.
The Journal of Applied Psychology|August 28, 2020
Informational advantages in social networks: The core-periphery divide in peer performance ratingsHelen H Zhao, Ning Li, T Brad Harris, et al.
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