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Personal Values and Conflicting Motivational Forces in the Context of Imposed Change
16 references·1 citing·47 second hop
Personal Values and Conflicting Motivational Forces in the Context of Imposed Change (2009)Personal Values and Conflicting Motivatio…Personality, context, and resistance to organizational change (2006)Personality, context, and res…Values: Reviving a Dormant Concept (2004)Values: Reviving a Dormant Co…Values and Behavior: Strength and Structure of Relations (2003)Values and Behavior: Strength…Resistance to change: Developing an individual differences measure. (2003)Resistance to change: Develop…The Big Five Personality Factors and Personal Values (2002)The Big Five Personality Fact…Extending the Cross-Cultural Validity of the Theory of Basic Human Values with a Different Method of Measurement (2001)Extending the Cross-Cultural …Organizational Change: A Review of Theory and Research in the 1990s (1999)Organizational Change: A Revi…Identifying Culture-Specifics in the Content and Structure of Values (1995)Identifying Culture-Specifics…A cognitive-affective system theory of personality: Reconceptualizing situations, dispositions, dynamics, and invariance in personality structure. (1995)A cognitive-affective system …Personality Structure: Emergence of the Five-Factor Model (1990)Personality Structure: Emerge…Self-Reports in Organizational Research: Problems and Prospects (1986)Self-Reports in Organizationa…Asymptotic Confidence Intervals for Indirect Effects in Structural Equation Models (1982)Asymptotic Confidence Interva…The stability of behavior: I. On predicting most of the people much of the time. (1979)The stability of behavior: I.…Personality at the crossroads : current issues in interactional psychology (1977)Personality at the crossroads…Intolerance of ambiguity as a personality variable1 (1962)Intolerance of ambiguity as a…A DYNAMIC THEORY OF PERSONALITY (1936)A DYNAMIC THEORY OF PERSONALI…The power of benevolence: The joint effects of contrasting leader values on follower‐focused leadership and its outcomes (2022)The power of benevolence: The…Organizational Strategy, Structure, and Process (1978)Organizational Strategy, Structure, and Process (1978)Commitment to organizational change: Extension of a three-component model. (2002)Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors (2008)Leading change: why transformation efforts fail (2009)Change Recipients’ Reactions to Organizational Change (2011)Self-efficacy mechanism in human agency. 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this work references cited by second hop

References

  • 1986Self-Reports in Organizational Research: Problems and Prospects17,092 cited
  • 1982Asymptotic Confidence Intervals for Indirect Effects in Structural Equation Models12,786 cited
  • 1990Personality Structure: Emergence of the Five-Factor Model6,442 cited
  • 1995A cognitive-affective system theory of personality: Reconceptualizing situations, dispositions, dynamics, and invariance in personality structure.3,884 cited
  • 1936A DYNAMIC THEORY OF PERSONALITY3,758 cited
  • 2001Extending the Cross-Cultural Validity of the Theory of Basic Human Values with a Different Method of Measurement2,158 cited
  • 1962Intolerance of ambiguity as a personality variable11,983 cited
  • 2003Values and Behavior: Strength and Structure of Relations1,669 cited
  • 1999Organizational Change: A Review of Theory and Research in the 1990s1,624 cited
  • 2003Resistance to change: Developing an individual differences measure.1,524 cited
  • 1979The stability of behavior: I. On predicting most of the people much of the time.1,468 cited
  • 1977Personality at the crossroads : current issues in interactional psychology1,460 cited
  • 2002The Big Five Personality Factors and Personal Values1,425 cited
  • 2004Values: Reviving a Dormant Concept1,225 cited

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2006
Personality, context, and resistance to organizational change
1,101 cited
  • 1995Identifying Culture-Specifics in the Content and Structure of Values1,089 cited
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    • 2022The power of benevolence: The joint effects of contrasting leader values on follower‐focused leadership and its outcomes16 cited