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The Journal of Applied Psychology|May 13, 1998
The effects of organizational citizenship behavior on performance judgments: a field study and a laboratory experimentT D Allen, M C RushThe Journal of Applied Psychology|June 25, 1998
Correlates and perceived outcomes of four types of employee development activityK Birdi, C Allan, P WarrThe Journal of Applied Psychology|August 10, 2016
Do it well and do it right: The impact of service climate and ethical climate on business performance and the boundary conditionsKaifeng Jiang, Jia Hu, Ying Hong, et al.The Journal of Applied Psychology|August 10, 2016
Multisource feedback, human capital, and the financial performance of organizationsKyoung Yong Kim, Leanne Atwater, Pankaj C Patel, et al.The Journal of Applied Psychology|August 10, 2016
The dynamics of team cognition: A process-oriented theory of knowledge emergence in teamsJames A Grand, Michael T Braun, Goran Kuljanin, et al.The Journal of Applied Psychology|August 12, 2016
Individual deals within teams: Investigating the role of relative i-deals for employee performancePrajya R Vidyarthi, Satvir Singh, Berrin Erdogan, et al.The Journal of Applied Psychology|July 14, 2015
Correction to Owens et al. (2015)The Journal of Applied Psychology|March 20, 2018
Breaking the cycle: The effects of role model performance and ideal leadership self-concepts on abusive supervision spilloverMin-Hsuan Tu, Joyce E Bono, Cass Shum, et al.The Journal of Applied Psychology|March 27, 2018
An exploration of the role of subordinate affect in leader evaluationsMark J Martinko, Jeremy D Mackey, Sherry E Moss, et al.The Journal of Applied Psychology|October 27, 2017
Resource scarcity, effort, and performance in physically demanding jobs: An evolutionary explanationMarko Pitesa, Stefan ThauPageof 294