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Cited by

• 2006Social Capital and Organizational Performance: Evidence from Urban Public Schools680 cited
• 2008Creating flexible work arrangements through idiosyncratic deals.453 cited
• 2010Beyond top‐down and bottom‐up work redesign: Customizing job content through idiosyncratic deals374 cited
• 2003Finders, keepers? Attracting, motivating and retaining knowledge workers367 cited
• 2013Talent management and the relevance of context: Towards a pluralistic approach361 cited
• 2010Good Citizens in Poor-Quality Relationships: Idiosyncratic Deals as a Substitute for Relationship Quality355 cited
• 2013A review of talent management: ‘infancy or adolescence?’331 cited
• 2008Gone but Not Lost: The Different Performance Impacts of Employee Mobility Between Cooperators Versus Competitors328 cited
• 2011Personnel selection as a signaling game.310 cited
• 2008An empirical examination of the role of attributions in psychological entitlement and its outcomes308 cited
• 2011Directed matching with endogenous Markov probability: clients or competitors?261 cited
• 2010Managing organizational commitment: Insights from longitudinal research260 cited
• 2004Achievements and challenges for work/life balance strategies in Australian organizations257 cited