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Team climate, climate strength and team performance. A longitudinal study
16 references·16 citing·50 second hopsampled
Team climate, climate strength and team performance. A longitudinal study (2008)Team climate, climate strength and team p…ON THE VALIDITY OF SUBJECTIVE MEASURES OF COMPANY PERFORMANCE (2004)ON THE VALIDITY OF SUBJECTIVE…Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance (2002)Innovation is not enough: cli…Reciprocation of perceived organizational support. (2001)Reciprocation of perceived or…Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups (1999)Why Differences Make a Differ…Linking service climate and customer perceptions of service quality: Tests of a causal model. (1998)Linking service climate and c…Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. (1998)Functional relations among co…What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite (1997)What Makes Teams Work: Group …Two Types of Bureaucracy: Enabling and Coercive (1996)Two Types of Bureaucracy: Ena…Top Management Team Demography and Process: The Role of Social Integration and Communication (1994)Top Management Team Demograph…Innovation and Creativity at Work: Psychological and Organizational Strategies. (1992)Innovation and Creativity at …Choice behavior in social dilemmas: Effects of social identity, group size, and decision framing. (1986)Choice behavior in social dil…Measuring organizational performance in the absence of objective measures: The case of the privately‐held firm and conglomerate business unit (1984)Measuring organizational perf…Estimating within-group interrater reliability with and without response bias. (1984)Estimating within-group inter…Toward a cognitive social learning reconceptualization of personality. (1973)Toward a cognitive social lea…Patterns of Aggressive Behavior in Experimentally Created “Social Climates” (1939)Patterns of Aggressive Behavi…The Structure of Social Action (1938)The Structure of Social ActionThe impact of enabling performance measurement on managers’ autonomous work motivation and performance (2021)The impact of enabling perfor…Team tenure and team performance: A meta‐analysis and process model (2019)Team tenure and team performa…Contextualizing psychological contracts research: a multi-sample study of shared individual psychological contract fulfilment (2019)Contextualizing psychological…Charismatic Leadership and Work Team Innovative Behavior: the Role of Team Task Interdependence and Team Potency (2019)Charismatic Leadership and Wo…Beyond the mean: Understanding firm‐level consequences of variability in diversity climate perceptions (2018)Beyond the mean: Understandin…Socio‐Emotional Wealth Separation and Decision‐Making Quality in Family Firm TMTs: The Moderating Role of Psychological Safety (2017)Socio‐Emotional Wealth Separa…How leader humility helps teams to be humbler, psychologically stronger, and more effective: A moderated mediation model (2017)How leader humility helps tea…Work engagement–team performance relationship: shared job crafting as a moderator (2016)Work engagement–team performa…Linking educational diversity and team performance: Team communication quality and innovation team climate matter (2016)Linking educational diversity…A Multi-Level Theory of Psychological Contract Fulfillment in Teams (2016)A Multi-Level Theory of Psych…Climate uniformity: Its influence on team communication quality, task conflict, and team performance. (2014)Climate uniformity: Its influ…Change the Referent? A Meta-Analytic Investigation of Direct and Referent-Shift Consensus Models for Organizational Climate (2013)Change the Referent? A Meta-A…Follow the crowd in a new direction: When conformity pressure facilitates group creativity (and when it does not) (2012)Follow the crowd in a new dir…When managers and their teams disagree: A longitudinal look at the consequences of differences in perceptions of organizational support. (2011)When managers and their teams…Team viability for long-term and ongoing organizational teams (2011)Team viability for long-term …Beyond shared perceptions of trust and monitoring in teams: Implications of asymmetry and dissensus. (2011)Beyond shared perceptions of …A Theory of Social Comparison Processes (1954)Personality and Assessment (1968)The Intuitive Psychologist And His Shortcomings: Distortions in the Attribution Process (1977)Social Learning Theory. 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References

  • 1984Estimating within-group interrater reliability with and without response bias.4,773 cited
  • 1938The Structure of Social Action3,934 cited
  • 1997What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite3,526 cited
  • 1999Why Differences Make a Difference: A Field Study of Diversity, Conflict and Performance in Workgroups3,358 cited
  • 1984Measuring organizational performance in the absence of objective measures: The case of the privately‐held firm and conglomerate business unit3,337 cited
  • 1939Patterns of Aggressive Behavior in Experimentally Created “Social Climates”3,258 cited
  • 1973Toward a cognitive social learning reconceptualization of personality.3,181 cited
  • 2001Reciprocation of perceived organizational support.3,103 cited
  • 1998Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models.2,978 cited
  • 1996Two Types of Bureaucracy: Enabling and Coercive2,190 cited
  • 1998Linking service climate and customer perceptions of service quality: Tests of a causal model.1,716 cited
  • 2002Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance1,565 cited
  • 1994Top Management Team Demography and Process: The Role of Social Integration and Communication1,434 cited
  • 1992

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Innovation and Creativity at Work: Psychological and Organizational Strategies.
1,338 cited
  • 1986Choice behavior in social dilemmas: Effects of social identity, group size, and decision framing.1,139 cited
  • 2004ON THE VALIDITY OF SUBJECTIVE MEASURES OF COMPANY PERFORMANCE1,117 cited
  • Cited by

    • 2011Beyond shared perceptions of trust and monitoring in teams: Implications of asymmetry and dissensus.191 cited
    • 2017How leader humility helps teams to be humbler, psychologically stronger, and more effective: A moderated mediation model185 cited
    • 2011When managers and their teams disagree: A longitudinal look at the consequences of differences in perceptions of organizational support.134 cited
    • 2014Climate uniformity: Its influence on team communication quality, task conflict, and team performance.131 cited
    • 2012Follow the crowd in a new direction: When conformity pressure facilitates group creativity (and when it does not)121 cited
    • 2013Change the Referent? A Meta-Analytic Investigation of Direct and Referent-Shift Consensus Models for Organizational Climate115 cited
    • 2017Socio‐Emotional Wealth Separation and Decision‐Making Quality in Family Firm TMTs: The Moderating Role of Psychological Safety108 cited
    • 2011Team viability for long-term and ongoing organizational teams102 cited
    • 2016Work engagement–team performance relationship: shared job crafting as a moderator99 cited
    • 2019Charismatic Leadership and Work Team Innovative Behavior: the Role of Team Task Interdependence and Team Potency81 cited
    • 2019Team tenure and team performance: A meta‐analysis and process model79 cited
    • 2016Linking educational diversity and team performance: Team communication quality and innovation team climate matter78 cited
    • 2019Contextualizing psychological contracts research: a multi-sample study of shared individual psychological contract fulfilment74 cited
    • 2021The impact of enabling performance measurement on managers’ autonomous work motivation and performance65 cited
    • 2016A Multi-Level Theory of Psychological Contract Fulfillment in Teams60 cited
    • 2018Beyond the mean: Understanding firm‐level consequences of variability in diversity climate perceptions47 cited