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Creating High Performance Organizations: Practices and Results of Employee Involvement and Total Quality Management in Fortune 1000 Companies
0 references·16 citing·58 second hopsampled
Creating High Performance Organizations: Practices and Results of Employee Involvement and Total Quality Management in Fortune 1000 Companies (1996)Creating High Performance Organizations: …Employee perceptions of HR practices: A critical review and future directions (2019)Employee perceptions of HR pr…Employee Empowerment, Employee Attitudes, and Performance: Testing a Causal Model (2013)Employee Empowerment, Employe…Win or Lose the Battle for Creativity: The Power and Perils of Intergroup Competition (2010)Win or Lose the Battle for Cr…The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance (2010)The role of HRM practices, pr…Personality, political skill, and job performance (2007)Personality, political skill,…Can’t We Pick our Own Groups? 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(1992)Creating high performance organizations : practices and results of employee involvement and Total Quality Management in Fortune 1000 companies (1995)Dealing with free‐riders in assessed group work: results from a study at a UK university (2010)From panic to pedagogy: Using online active learning to promote inclusive instruction in ecology and evolutionary biology courses and beyond (2020)Team Formation for Human-Artificial Intelligence Collaboration in the Workplace: A Goal Programming Model to Foster Organizational Change (2021)The Strength of Weak Ties (1973)Intraclass correlations: Uses in assessing rater reliability. (1979)Rediscovering the Social Group: A Self‐Categorization Theory (1987)Autonomy and Performance in Teams: The Multilevel Moderating Effect of Task Interdependence (2005)The Impact of Extent of Telecommuting on Job Satisfaction: Resolving Inconsistent Findings (2005)Telecommuting's differential impact on work-family conflict: Is there no place like home? 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  • 2004Surface‐ and deep‐level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict435 cited
  • 1999Work Organization, Technology, and Performance in Customer Service and Sales380 cited
  • 2000The paradox of self-management: individual and group autonomy in work groups304 cited
  • 1999Giving Up Control without Losing Control294 cited
  • 2010The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance290 cited
  • 2006Can’t We Pick our Own Groups? The Influence of Group Selection Method on Group Dynamics and Outcomes263 cited
  • 2002EFFECTS OF ROTATED LEADERSHIP AND PEER EVALUATION ON THE FUNCTIONING AND EFFECTIVENESS OF SELF‐MANAGED TEAMS: A QUASI‐EXPERIMENT259 cited
  • 2013Employee Empowerment, Employee Attitudes, and Performance: Testing a Causal Model254 cited
  • 2010Win or Lose the Battle for Creativity: The Power and Perils of Intergroup Competition247 cited
  • 2019Employee perceptions of HR practices: A critical review and future directions236 cited
  • 2004Does the Justice of the One Interact With the Justice of the Many? Reactions to Procedural Justice in Teams.224 cited
  • 2002The Importance of Sectoral Differences in the Application of Complementary HRM Practices for Innovation Performance206 cited

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2004
Using sequential tree analysis to search for ‘bundles’ of HR practices
197 cited
  • 2002A review and integration of classification systems relevant to teams in organizations.194 cited
  • 2005When Opposites Attract: A Multi‐Sample Demonstration of Complementary Person‐Team Fit on Extraversion189 cited
  • 2007Personality, political skill, and job performance175 cited