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Why people cooperate with organizations: An identity-based perspective.
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Why people cooperate with organizations: An identity-based perspective. (1999)Why people cooperate with organizations: …THE IMPACT OF MOTIVATION, EMPOWERMENT, AND SKILL‐ENHANCING PRACTICES ON AGGREGATE VOLUNTARY TURNOVER: THE MEDIATING EFFECT OF COLLECTIVE AFFECTIVE COMMITMENT (2011)THE IMPACT OF MOTIVATION, EMP…Signaling theory and applicant attraction outcomes (2011)Signaling theory and applican…Leading by example: The case of leader OCB. (2011)Leading by example: The case …Knowing Where You Stand: Physical Isolation, Perceived Respect, and Organizational Identification Among Virtual Employees (2011)Knowing Where You Stand: Phys…How management style moderates the relationship between abusive supervision and workplace deviance: An uncertainty management theory perspective (2008)How management style moderate…Employee resistance to organizational change: Managerial influence tactics and leader-member exchange. 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  • 2011Knowing Where You Stand: Physical Isolation, Perceived Respect, and Organizational Identification Among Virtual Employees330 cited
  • 2006Socialized charismatic leadership, values congruence, and deviance in work groups.323 cited
  • 2006Information privacy in organizations: Empowering creative and extrarole performance.

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314 cited
  • 2011Signaling theory and applicant attraction outcomes293 cited
  • 2008A Multidimensional Conceptualization of Organizational Corruption Control290 cited
  • 2011Leading by example: The case of leader OCB.283 cited