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Hidden value: how great companies achieve extraordinary results with ordinary people
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  • 2010Clarifying the Effect of Intellectual Capital on Performance: The Mediating Role of Dynamic Capability486 cited
  • 2003Focusing on Value: Reconciling Corporate Social Responsibility, Sustainability and a Stakeholder Approach in a Network World453 cited
  • 2009Citizenship under pressure: What's a “good soldier” to do?357 cited
  • 2006Entrepreneurs as authentic leaders: impact on employees' attitudes326 cited
  • 2005Adaptation of Teams in Response to Unforeseen Change: Effects of Goal Difficulty and Team Composition in Terms of Cognitive Ability and Goal Orientation.317 cited
  • 2010Too Many Cooks Spoil the Broth: How High-Status Individuals Decrease Group Effectiveness317 cited
  • 2004Understanding Shareholder Activism: Which Corporations are Targeted?308 cited
  • 2005When values backfire: Leadership, attribution, and disenchantment in a values-driven organization303 cited
  • 2007Validating the human resource system structure: A levels-based strategic HRM approach266 cited
  • 2010Handbook of Employee Engagement259 cited
  • 2001HR issues and activities in mergers and acquisitions249 cited
  • 2001The impact of internal marketing activities on external marketing outcomes240 cited
  • 2008Examining contemporary careers: A call for interdisciplinary inquiry236 cited

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  • 2014Respect in Organizations: Feeling Valued as “We” and “Me”225 cited
  • 2005Economics and Social Interaction219 cited
  • 2007Unpacking Employee Responses to Organizational Exchange Mechanisms: The Role of Social and Economic Exchange Perceptions†213 cited