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Creating high performance organizations : practices and results of employee involvement and Total Quality Management in Fortune 1000 companies
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  • 1998Five-Factor Model of personality and Performance in Jobs Involving Interpersonal Interactions832 cited
  • 2000TEAM STRUCTURE AND PERFORMANCE: ASSESSING THE MEDIATING ROLE OF INTRATEAM PROCESS AND THE MODERATING ROLE OF TASK TYPE.786 cited
  • 2004A Multiple-Goal, Multilevel Model of Feedback Effects on the Regulation of Individual and Team Performance.607 cited
  • 2012Work Groups and Teams in Organizations501 cited
  • 1999Teams in Organizations498 cited
  • 2010Grasping the dynamic complexity of team learning: An integrative model for effective team learning in organisations481 cited
  • 2003Team adaptation and postchange performance: Effects of team composition in terms of members' cognitive ability and personality.457 cited
  • 2002How leaders influence the impact of affective events on team climate and performance in R&D teams451 cited
  • 2008THE IMPACT OF HUMAN RESOURCE AND OPERATIONAL MANAGEMENT PRACTICES ON COMPANY PRODUCTIVITY: A LONGITUDINAL STUDY447 cited
  • 2004Surface‐ and deep‐level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict435 cited
  • 2005Experiential learning in teams432 cited
  • 2004Effects of Task Autonomy on Performance: An Extended Model Considering Motivational, Informational, and Structural Mechanisms.431 cited
  • 2000Creating an empowering culture: examining the relationship between organizational culture and perceptions of empowerment

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431 cited
  • 2003Beyond Incentive Pay: Insiders' Estimates of the Value of Complementary Human Resource Management Practices420 cited
  • 1998“Lean” service: in defense of a production‐line approach377 cited
  • 1999LEADERSHIP EMERGENCE IN AUTONOMOUS WORK TEAMS: ANTECEDENTS AND OUTCOMES337 cited