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Influence behaviors and organizational commitment: a comparative study
16 references·2 citing·34 second hop
Influence behaviors and organizational commitment: a comparative study (2014)Influence behaviors and organizational co…The work of leadership (2009)The work of leadershipCommon method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Common method biases in behav…A Review of Cross-Cultural Methodologies for Organizational Research: A Best- Practices Approach (2003)A Review of Cross-Cultural Me…Influence tactics and work outcomes: a meta‐analysis (2002)Influence tactics and work ou…Applied Business research: Qualitative and Quantitative Methods (2001)Applied Business research: Qu…Differences in Managerial Values: A Study of U.S., Hong Kong and PRC Managers (1993)Differences in Managerial Val…Consequences of influence tactics used with subordinates, peers, and the boss. (1992)Consequences of influence tac…CONSEQUENCES FOR MANAGERS OF USING SINGLE INFLUENCE TACTICS AND COMBINATIONS OF TACTICS. (1992)CONSEQUENCES FOR MANAGERS OF …Alternative Ways of Assessing Model Fit (1992)Alternative Ways of Assessing…Frameworks of Power (1989)Frameworks of PowerSelf-Reports in Organizational Research: Problems and Prospects (1986)Self-Reports in Organizationa…Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover. (1984)Employee-Organization Linkage…Leadership in Organizations (1981)Leadership in OrganizationsIntraorganizational influence tactics: Explorations in getting one's way. (1980)Intraorganizational influence…Organizational commitment, job satisfaction, and turnover among psychiatric technicians. (1974)Organizational commitment, jo…A Reliability Coefficient for Maximum Likelihood Factor Analysis (1973)A Reliability Coefficient for…Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics (2022)Daily Job Crafting and Adapti…Connecting influence tactics with full-range leadership styles (2017)Connecting influence tactics …Structural Model Evaluation and Modification: An Interval Estimation Approach (1990)Fit indices in covariance structure modeling: Sensitivity to underparameterized model misspecification. (1998)Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives (1999)Evaluating Goodness-of-Fit Indexes for Testing Measurement Invariance (2002)Coefficient Alpha and the Internal Structure of Tests (1951)The Commitment-Trust Theory of Relationship Marketing (1994)Twenty years of consideration and structure (1973)The Bases of Social Power (1986)Influence tactics and objectives in upward, downward, and lateral influence attempts. (1990)POTENTIAL POWER AND POWER USE: AN INVESTIGATION OF STRUCTURE AND BEHAVIOR. (1993)The experience of power: Examining the effects of power on approach and inhibition tendencies. (2002)Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research (1975)Structural Equations with Latent Variables. (1991)Technology Acceptance Model 3 and a Research Agenda on Interventions (2008)Sources of Method Bias in Social Science Research and Recommendations on How to Control It (2011)Common Method Bias in PLS-SEM (2015)Leadership: The Cutting Edge. (1979)Organizational citizenship behavior: Its nature and antecedents. (1983)Research in Organizational Behavior. (1986)Accounting for common method variance in cross-sectional research designs. (2001)Avoidance of Advertising in Social Networking Sites (2010)Do Board's Corporate Social Responsibility Strategy and Orientation Influence Environmental Sustainability Disclosure? UK Evidence (2017)Knowledge, Attitude and Practice Toward COVID-19 Among the Public in the Kingdom of Saudi Arabia: A Cross-Sectional Study (2020)Urban Regimes and the Capacity to Govern: A Political Economy Approach (1993)From Hegemonic Masculinity to the Hegemony of Men (2004)Power in global governance (2004)PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK. (1990)The measurement and antecedents of affective, continuance and normative commitment to the organization (1990)A three-component conceptualization of organizational commitment (1991)Personality and leadership: A qualitative and quantitative review. (2002)Authentic leadership development: Getting to the root of positive forms of leadership (2005)Ethical leadership: A social learning perspective for construct development and testing (2005)Significance tests and goodness of fit in the analysis of covariance structures. (1980)Comparative fit indexes in structural models. (1990)
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References

  • 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
  • 1992Alternative Ways of Assessing Model Fit27,192 cited
  • 1986Self-Reports in Organizational Research: Problems and Prospects17,092 cited
  • 1973A Reliability Coefficient for Maximum Likelihood Factor Analysis7,327 cited
  • 1974Organizational commitment, job satisfaction, and turnover among psychiatric technicians.5,724 cited
  • 1981Leadership in Organizations5,252 cited
  • 1984Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover.4,653 cited
  • 1989Frameworks of Power2,333 cited
  • 2001Applied Business research: Qualitative and Quantitative Methods1,680 cited
  • 1980Intraorganizational influence tactics: Explorations in getting one's way.1,394 cited
  • 1992Consequences of influence tactics used with subordinates, peers, and the boss.842 cited
  • 2003A Review of Cross-Cultural Methodologies for Organizational Research: A Best- Practices Approach820 cited
  • 2002Influence tactics and work outcomes: a meta‐analysis573 cited
  • 1992CONSEQUENCES FOR MANAGERS OF USING SINGLE INFLUENCE TACTICS AND COMBINATIONS OF TACTICS.551 cited
  • 2009

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The work of leadership
532 cited
  • 1993Differences in Managerial Values: A Study of U.S., Hong Kong and PRC Managers512 cited
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    • 2022Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics31 cited
    • 2017Connecting influence tactics with full-range leadership styles24 cited