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I‐Deals: Idiosyncratic Deals Employees Bargain for Themselves
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  • 2006Social incentives for gender differences in the propensity to initiate negotiations: Sometimes it does hurt to ask856 cited
  • 2012Rethinking Sustained Competitive Advantage from Human Capital764 cited
  • 2006I-Deals: Idiosyncratic Terms in Employment Relationships650 cited
  • 2008Creating flexible work arrangements through idiosyncratic deals.453 cited
  • 2009LMX differentiation: A multilevel review and examination of its antecedents and outcomes427 cited
  • 2018All of work? All of life? Reconceptualising work‐life balance for the 21st century408 cited
  • 2016Human Resource Systems, Employee Creativity, and Firm Innovation: The Moderating Role of Firm Ownership404 cited
  • 2007Who goes to the bargaining table? The influence of gender and framing on the initiation of negotiation.401 cited
  • 2014The Contemporary Career: A Work–Home Perspective393 cited
  • 2012Work–family boundary management styles in organizations386 cited
  • 2010Beyond top‐down and bottom‐up work redesign: Customizing job content through idiosyncratic deals374 cited
  • 2010Good Citizens in Poor-Quality Relationships: Idiosyncratic Deals as a Substitute for Relationship Quality355 cited
  • 2010Perceptions of and reactions to workplace bullying: A social exchange perspective353 cited

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  • 2013How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment? The Role of Psychological Contract and SOC Strategies342 cited
  • 2012Gendered Organizations in the New Economy333 cited
  • 2018A dynamic phase model of psychological contract processes312 cited