Export 763 results:
Filters: Keyword is Management  [Clear All Filters]
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z 
M
R. Martell, “THOUGHT-LEADERS" ON GENDER BIAS IN THE WORKPLACE”, CATALYST MEETING OF "THOUGHT-LEADERS" ON GENDER BIAS IN THE WORKPLACE. NEW YORK, 2015.
R. Martell, “What Role Do Men Play in Women's Leadership Development?”, Academy of Management Annual Meeting. Vancouver, Canada, 2015.
R. Martell, “Linking bias to exclusion using computational modeling.”. Winnipeg, Canada, 2012.
R. Martell, “From bias to exclusion: A multilevel emergent theory of gender segregation in organizations. Research in Organization Behavior, 32, 137-162.”, Research in Organizational Behavior, vol. 32, pp. 137-162, 2012.
R. Martell, “The adverse effects of implicit bias and micro-inequities in the workplace: Much ado about something”, Sixth Annual Southern Utah Federal Law Symposium. St. George Utah, 2013.
R. F. Martell and Leavitt, K., “Reducing the Performance-Cue Bias in Work Behavior Ratings: Can Groups Help?”, Journal of Applied Psychology, vol. 87, pp. 1032-1041, 2002.
R. Martell, “A multilevel emergent theory of gender segregation in organizations.”, 2013 Academy of Management Annual Meeting. Orlando, Florida, 2013.
L
B. Lyons, Baldridge, D., Yang, L. Qin, and Bryan, C., “Disability Severity, Professional Isolation Perceptions, and Career Outcomes: When Does Leader-Member Exchange Quality Matter?”, Journal of Management, 2023.
C. Long, Carroll, T., and Holtom, B., “How Managers Foster Trust Through Control and Trustworthiness”, in Academy of Management Proceedings, 2016, vol. 2016, no. 1.
B. A. Livingston, Schilpzand, P., and Erez, A., “Not what you expected to hear: Accented messages and their effect on choice”, Journal of Management, vol. 43, no. 3, pp. 804-833, 2017.
Y. Ling, Floyd, S. W., and Baldridge, D., “Toward a model of issue-selling by subsidiary managers in multinational organizations”, Journal of International Business Studies, vol. 36, no. 6, pp. 637-654, 2005.
Y. Ling, Baldridge, D., and Craig, J., “Toward a Model of Issue Selling in Family Firms”, Theories of Family Enterprise Conference. Alberta, CAN, 2008.
Y. Ling, Baldridge, D., and Craig, J., “Toward An Understanding Of Issue Selling By Successor Generation Members In Family Firms”, 2010 FAMILY ENTERPRISE RESEARCH CONFERENCE April 16 - 18, 2010 Dreams Resort Hotel Cancun, Mexico. Cancun, Mexico, 2010.
Y. Ling, Baldridge, D., and Craig, J., “The impact of family structure on issue selling by successor generation members in family firms”, Journal of Family Business Strategy, vol. 3, no. 4, pp. 220–227, 2012.
W. Lin, Wang, L., Bamberger, P. A., Zhang, Q., Wang, H., Shi, J., Guo, W., and Zhao, T., “Leading future orientations for current effectiveness: The role of engagement and supervisor coaching in linking future work self salience to job performance”, Journal of Vocational Behavior, vol. 92, pp. 145-156, 2016.
W. Lin, Ma, J., Zhang, Q., Li, J. C., and Jiang, F., “How is benevolent leadership linked to employee creativity? The mediating role of leader–member exchange and the moderating role of power distance orientation”, Journal of Business Ethics, vol. 152, no. 4, pp. 1099-1115, 2016.
P. I. Leiva, Madrid, H., and Howes, S., “Latin America and its context for research in the work-family interface.”, 2018.
P. I. Leiva, Howes, S., and Pritchard, R. D., “An empirical test of an innovation implementation model”, The Psychologist-Manager Journal, vol. 14, pp. 265-281, 2011.
J. Lee, Cho, J., and Phillai, R., “Does Transformational Leadership Promote the Perception of Ethical Leadership? A Moderated Mediation of Procedural Justice and Power-Distance Orientation”, Journal of Leadership, Accountability, and Ethics, vol. 17, no. 6, pp. 89-101, 2020.
J. Lee, Cho, J., and Pillai, R., “Loyalty as Moral Glue in Korea? The Mediating Effects of Affective Commitment on the Relationship between Ethical Leadership and Follower Work Outcomes”, Midwest Academy of Management. Chicago, Illinois, 2017.
K. Leavitt, Mitchell, T., and Peterson, J., “Theory Pruning: Strategies for Reducing our Dense Theoretical Landscape”, Organizational Research Methods, vol. 13, pp. 644-667, 2010.
K. Leavitt, “Mindless Malfeasance: The role of implicit processes in unethical workplace behavior (part of PDW on The antecedents, management, and implications of unethical behavior at work).”, Academy of Management Annual Meeting. Orlando, FL, 2013.
K. Leavitt, Zhu, L. (Luke), Klotz, A., and Kouchaki, M., “Fragile or Robust? Differential Effects of Gender Threats in the Workplace Among Men and Women”, Organizational Behavior and Human Decision Processes, 2022.
K. Leavitt, Reynolds, S. J., Barnes, C. M., Schilpzand, P., and Hannah, S. T., “Different hats, different obligations: Plural occupational identities and situated moral judgments.”, Academy of Management Journal, vol. 55, pp. 1316-1333, 2012.
K. Leavitt, “This friendly world: How lucky and a non-adversarial worldview can enhance your productivity and happiness.”, Academy of Management Annual Meeting. Philadelphia, PA, 2014.
K. Leavitt, “Implicit processes in organizational behavior: Research and practice next steps (Expert Panel)”, Society for Industrial/Organizational Psychology Annual Meeting. San Diego, CA, 2012.
K. Leavitt, Schabram, K., Hariharan, P., and Barnes, C. M., “The Machine hums! Addressing ontological and normative concerns regarding machine learning applications in organizational scholarship”, Academy of Management Review, 2021.
K. Leavitt, “No employee is an island: bringing the social self in to the study of workplace deviance”, Center for Leadership Ethics Speaker Series, U of Arizona. Tucson, AZ, 2015.
K. Leavitt and Sluss, D. M., “Lying for Who We Are: Social and Relational Identity as Drivers of Dishonesty”, Academy of Management Annual Meeting. Montreal, Quebec, 2010.
K. Leavitt, “Publication bias might make us untrustworthy, but the solutions may be worse.”, Industrial and Organizational Psychology-Perspectives on Science and Practice, vol. 6, pp. 298-302, 2013.
K. Leavitt, “No employee is an island: bringing the social self in to the study of workplace deviance”, Department of Management Seminar Series, U of Nebraska. 2015.
K. Leavitt, “Getting explicit about the implicit: Nonconscious measures in management research”, (Invited Talk). Virginia Polytechnical Institute (Virginia Tech), 2012.
K. Leavitt, Zhu, L., and Aquino, K., “Good without knowing it: subtle contextual cues can activate moral identity and reshape moral intuition.”, Journal of Business Ethics, 2016.
K. Leavitt, “No employee is an island: bringing the social self in to the study of workplace deviance”, Center for HR and Labor Studies Seminar Series, U of Minnesota. Minneapolis, MN, 2015.
K. Leavitt, Kouchaki, M., and Klotz, A., “Manning-up through misappropriation: Threats to masculinity increase unethical behavior”, Academy of Management Annual Meeting. Anaheim, CA, 2016.
K. Leavitt, “You + Implicit: Using response latency-based implicit measures in organizational settings.”, Academy of Management Annual Meeting. San Antonio, TX, 2011.
K. Leavitt, Aquino, K., Zhu, L., and Simon, R., “Social Consequences of Moral Identity Symbolizations”, Academy of Management Annual Meeting. Vancouver, BC, 2015.
K. Leavitt, Fong, C. T., and Greenwald, A. G., “Implicit Job Attitudes as Predictors of Task and Contextual Performance”, Academy of Management Annual Meeting. Philadelphia, PA, 2007.
K. Leavitt, Zhu, L. Luke, Klotz, A., and Kouchaki, M., “Fragile or Robust? Differential Effects of Gender Threats in the Workplace Among Men and Women”, Organizational Behavior and Human Decision Processes, 2022.
K. Leavitt, Barnes, C. M., Watkins, T., and Wagner, D. T., “From the bedroom to the office: Workplace spillover effects of marital sexual activity.”, Academy of Management Annual Meeting. Anaheim, CA, 2016.
K. Leavitt, Fong, C. T., and Greenwald, A. G., “Asking About Well-Being Gets You Half an Answer: Intra-Individual Processes of Implicit and Explicit Job Attitude”, Journal of Organizational Behavior, vol. 32, pp. 672-687, 2011.
K. Leavitt, “Who matters and what's sacred? Professional identity exerts an automatic influence on moral processing.”, Academy of Management Annual Meeting. San Antonio, TX, 2011.
K. Leavitt, Qiu, F., and Shapiro, D., “Using Electronic Confederates for Experimental Research in Organizational Science”, Organizational Research Methods, 2019.
K. Leavitt and Sluss, D. M., “Lying for who we are: An identity-based model of workplace dishonesty”, Academy of Management Review, 2015.
K. Leavitt, Mitchell, T. R., and Peterson, J., “Theory Pruning: Strategies for Reducing Our Dense Theoretical Landscape”, Academy of Management Annual Meeting. Anaheim, CA, 2008.
K. Leavitt, Barnes, C. M., Watkins, T., and Wagner, D. T., “From the Bedroom to the Office: Workplace Spillover Effects of Marital Sexual Activity”, Journal of Management, 2019.
K. Leavitt and Murphy, C., “Cashing in or selling out? Authenticity as moral capital in craft industries”, Academy of Management Annual Meeting. Anaheim, CA, 2016.
K. Leavitt, “Lying for who we are: Motivated dishonesty in response to intractable identity threats.”, University of Central Florida Behavioral Ethics Conference. Orlando, FL, 2014.
K. Leavitt, “Positive Affect as a Motivator of Prosocial Unethical Behavior.”, Academy of Management Annual Meeting. San Antonio, TX, 2011.
K. Leavitt, Schabram, K., Barnes, C. M., and Prashanth, H., “Ghost in the machine: On organizational theory in the age of machine learning”, Academy of Management Review, 2020.

Pages