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THE THEORY OF PURPOSEFUL WORK BEHAVIOR: THE ROLE OF PERSONALITY, HIGHER-ORDER GOALS, AND JOB CHARACTERISTICS

The Academy of Management review, 2013-01, Vol.38 (1), p.132-153

2013

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The Moderating Role of Top Management Team Interdependence: Implications for Real Teams and Working Groups

Academy of Management journal, 2007-06, Vol.50 (3), p.544-557

2007

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THE BIG FIVE PERSONALITY TRAITS, GENERAL MENTAL ABILITY, AND CAREER SUCCESS ACROSS THE LIFE SPAN

Personnel psychology, 1999-09, Vol.52 (3), p.621-652

1999

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HIGHER-ORDER DIMENSIONS OF THE BIG FIVE PERSONALITY TRAITS AND THE BIG SIX VOCATIONAL INTEREST TYPES

Personnel psychology, 2005-06, Vol.58 (2), p.447-478

2005

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Exploring the Handshake in Employment Interviews

Journal of applied psychology, 2008-09, Vol.93 (5), p.1139-1146

2008

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COLLECTIVE ORGANIZATIONAL ENGAGEMENT: LINKING MOTIVATIONAL ANTECEDENTS, STRATEGIC IMPLEMENTATION, AND FIRM PERFORMANCE

Academy of Management journal, 2015-02, Vol.58 (1), p.111-135

2015

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AN EXPLORATION OF MEMBER ROLES AS A MULTILEVEL LINKING MECHANISM FOR INDIVIDUAL TRAITS AND TEAM OUTCOMES

Personnel psychology, 2005-06, Vol.58 (2), p.343-365

2005

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SELF-MONITORING AS A MODERATOR OF THE RELATIONSHIPS BETWEEN PERSONALITY TRAITS AND PERFORMANCE

Personnel psychology, 2005-09, Vol.58 (3), p.745-767

2005

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What You See May Not Be What You Get: Relationships Among Self-Presentation Tactics and Ratings of Interview and Job Performance

Journal of applied psychology, 2009-11, Vol.94 (6), p.1394-1411

2009

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Personality And Leadership Composition in Top Management Teams: Implications For Organizational Effectiveness

Personnel psychology, 2014-06, Vol.67 (2), p.351-387

2014

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Selection for Fit

Annual review of organizational psychology and organizational behavior, 2019-01, Vol.6 (1), p.171-193

2019

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Take it from the Top: How Intensity of TMT Joint Problem Solving and Levels of Interdependence Influence Quality of Strategy Implementation Coordination and Firm Performance

Journal of management studies, 2023-03, Vol.60 (2), p.400-427

2023

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Searching for the Right Fit: Development of Applicant Person-Organization Fit Perceptions During the Recruitment Process

Journal of applied psychology, 2015-05, Vol.100 (3), p.880-893

2015

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Initial Impressions: What They Are, What They Are Not, and How They Influence Structured Interview Outcomes

Journal of applied psychology, 2016-05, Vol.101 (5), p.625-638

2016

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Predictive Criterion-Related Validity of Observer Ratings of Personality and Job-Related Competencies Using Multiple Raters and Multiple Performance Criteria

Human performance, 2010-08, Vol.23 (4), p.361-378

2010

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Peer-Based Control in Self-Managing Teams: Linking Rational and Normative Influence With Individual and Group Performance

Journal of applied psychology, 2012-03, Vol.97 (2), p.435-447

2012

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THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE: A META-ANALYSIS

Personnel psychology, 1991-03, Vol.44 (1), p.1-26

1991

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CEO Transformational Leadership: The Role of Goal Importance Congruence in Top Management Teams

Academy of Management journal, 2008-02, Vol.51 (1), p.81-96

2008

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FIVE REASONS WHY THE "BIG FIVE" ARTICLE HAS BEEN FREQUENTLY CITED

Personnel psychology, 1998-12, Vol.51 (4), p.849-857

1998

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Yes, Personality Matters: Moving on to More Important Matters

Human performance, 2005-10, Vol.18 (4), p.359-372

Barrick, Murray R.

2005

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Autonomy as a Moderator of the Relationships Between the Big Five Personality Dimensions and Job Performance

Journal of applied psychology, 1993-02, Vol.78 (1), p.111-118

1993

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Initial Evaluations in the Interview: Relationships with Subsequent Interviewer Evaluations and Employment Offers

Journal of applied psychology, 2010-11, Vol.95 (6), p.1163-1172

2010

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Managing and Creating an Image in the Interview: The Role of Interviewee Initial Impressions

Journal of applied psychology, 2011-11, Vol.96 (6), p.1275-1288

2011

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ACCURACY OF INTERVIEWER JUDGMENTS OF JOB APPLICANT PERSONALITY TRAITS

Personnel psychology, 2000-12, Vol.53 (4), p.925-951

2000

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Team Structure and Performance: Assessing the Mediating Role of Intrateam Process and the Moderating Role of Task Type

Academy of Management journal, 2000-04, Vol.43 (2), p.135-148

2000

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THE THEORY OF PURPOSEFUL WORK BEHAVIOR: THE ROLE OF PERSONALITY, HIGHER-ORDER GOALS, AND JOB CHARACTERISTICS

The Moderating Role of Top Management Team Interdependence: Implications for Real Teams and Working Groups

THE BIG FIVE PERSONALITY TRAITS, GENERAL MENTAL ABILITY, AND CAREER SUCCESS ACROSS THE LIFE SPAN

HIGHER-ORDER DIMENSIONS OF THE BIG FIVE PERSONALITY TRAITS AND THE BIG SIX VOCATIONAL INTEREST TYPES

Exploring the Handshake in Employment Interviews

COLLECTIVE ORGANIZATIONAL ENGAGEMENT: LINKING MOTIVATIONAL ANTECEDENTS, STRATEGIC IMPLEMENTATION, AND FIRM PERFORMANCE

AN EXPLORATION OF MEMBER ROLES AS A MULTILEVEL LINKING MECHANISM FOR INDIVIDUAL TRAITS AND TEAM OUTCOMES

SELF-MONITORING AS A MODERATOR OF THE RELATIONSHIPS BETWEEN PERSONALITY TRAITS AND PERFORMANCE

What You See May Not Be What You Get: Relationships Among Self-Presentation Tactics and Ratings of Interview and Job Performance

Personality And Leadership Composition in Top Management Teams: Implications For Organizational Effectiveness

Selection for Fit

Take it from the Top: How Intensity of TMT Joint Problem Solving and Levels of Interdependence Influence Quality of Strategy Implementation Coordination and Firm Performance

Searching for the Right Fit: Development of Applicant Person-Organization Fit Perceptions During the Recruitment Process

Initial Impressions: What They Are, What They Are Not, and How They Influence Structured Interview Outcomes

Predictive Criterion-Related Validity of Observer Ratings of Personality and Job-Related Competencies Using Multiple Raters and Multiple Performance Criteria

Peer-Based Control in Self-Managing Teams: Linking Rational and Normative Influence With Individual and Group Performance

THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE: A META-ANALYSIS

CEO Transformational Leadership: The Role of Goal Importance Congruence in Top Management Teams

FIVE REASONS WHY THE "BIG FIVE" ARTICLE HAS BEEN FREQUENTLY CITED

Yes, Personality Matters: Moving on to More Important Matters

Autonomy as a Moderator of the Relationships Between the Big Five Personality Dimensions and Job Performance

Initial Evaluations in the Interview: Relationships with Subsequent Interviewer Evaluations and Employment Offers

Managing and Creating an Image in the Interview: The Role of Interviewee Initial Impressions

ACCURACY OF INTERVIEWER JUDGMENTS OF JOB APPLICANT PERSONALITY TRAITS

Team Structure and Performance: Assessing the Mediating Role of Intrateam Process and the Moderating Role of Task Type

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