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Conscientiousness, autonomy fit, and development: A longitudinal study.

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References

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1984A psychological theory of work adjustment : an individual-differences model and its applications

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840 cited

1993Conscientiousness and performance of sales representatives: Test of the mediating effects of goal setting.829 cited

1993Longitudinal study of the effects of information seeking on newcomer socialization.808 cited

Cited by

2016Born and bred to burn out: A life-course view and reflections on job burnout.108 cited
2018Selection for Fit99 cited
2011Power distance and its moderating impact on empowerment and team participation96 cited
2005“The Elusive Criterion of Fit” Revisited: Toward an Integrative Theory of Multidimensional Fit92 cited
2007Work value fit and turnover intention: same‐source or different‐source fit82 cited
2022Influence of Artificial Intelligence and Robotics Awareness on Employee Creativity in the Hotel Industry75 cited
2019Person-job fit and proactive career behaviour: A dynamic approach71 cited
2015Autonomy's impact on newcomer proactive behaviour and socialization: A needs–supplies fit perspective71 cited
2009The impact of non‐performance information on ratings of job performance: A policy‐capturing approach65 cited
2022Person–Environment Fit: Theoretical Perspectives, Conceptualizations, and Outcomes60 cited
2019What is responsible for the psychological capital-job performance relationship? An examination of the role of informal learning and person-environment fit49 cited
2011Are the effects of conscientiousness on contextual and innovative performance context specific? Organizational culture as a moderator45 cited
2010Do Managers Use Feedback Seeking as a Strategy to Regulate Demands–Abilities Misfit? The Moderating Role of Implicit Person Theory42 cited
2024Bringing managers and management back into strategy: Interfaces and dynamic managerial capabilities41 cited
2022Facilitating or inhibiting? The role of enterprise social media use in job performance36 cited
2018Perceived underqualification and job attitudes: the role of transformational leadership36 cited