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THE BENEFITS OF CLIMATE FOR INCLUSION FOR GENDER-DIVERSE GROUPS

Academy of Management journal, 2013-12, Vol.56 (6), p.1754-1774

NISHII, LISA H.

2013

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Accumulative Job Demands and Support for Strength Use: Fine-Tuning the Job Demands-Resources Model Using Conservation of Resources Theory

Journal of applied psychology, 2016-01, Vol.101 (1), p.141-150

2016

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On the Nature and Importance of Cultural Tightness-Looseness

Journal of applied psychology, 2006-11, Vol.91 (6), p.1225-1244

2006

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Once, Twice, or Three Times as Harmful? Ethnic Harassment, Gender Harassment, and Generalized Workplace Harassment

Journal of applied psychology, 2010-03, Vol.95 (2), p.236-254

2010

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Negotiating Relationally: The Dynamics of the Relational Self in Negotiations

The Academy of Management review, 2006-04, Vol.31 (2), p.427-451

2006

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EMPLOYEE ATTRIBUTIONS OF THE "WHY" OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION

Personnel psychology, 2008-09, Vol.61 (3), p.503-545

2008

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Do Inclusive Leaders Help to Reduce Turnover in Diverse Groups? The Moderating Role of Leader-Member Exchange in the Diversity to Turnover Relationship

Journal of applied psychology, 2009-11, Vol.94 (6), p.1412-1426

2009

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Disentangling the Fairness & Discrimination and Synergy Perspectives on Diversity Climate: Moving the Field Forward

Journal of management, 2016-07, Vol.42 (5), p.1136-1168

2016

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A Multi-Level Process Model for Understanding Diversity Practice Effectiveness

The Academy of Management annals, 2018-01, Vol.12 (1), p.37-82

2018

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Leaders as HR sensegivers: Four HR implementation behaviors that create strong HR systems

Human resource management review, 2018-09, Vol.28 (3), p.319-323

2018

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Cultural Influences on Cognitive Representations of Conflict: Interpretations of Conflict Episodes in the United States and Japan

Journal of applied psychology, 2001-12, Vol.86 (6), p.1059-1074

2001

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Global diversity management: towards a conceptual framework

International journal of human resource management, 2007-11, Vol.18 (11), p.1883-1894

2007

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A Multi-Level Framework of Inclusive Leadership in Organizations

Group & organization management, 2022-08, Vol.47 (4), p.683-722

2022

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Manager Personality, Manager Service Quality Orientation, and Service Climate: Test of a Model

Journal of applied psychology, 2007-11, Vol.92 (6), p.1741-1750

2007

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Contextualizing inclusion: Developing a framework and measure for a military context

Military psychology, 2020-07, Vol.32 (4), p.313-328

2020

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Synergy from diversity: Managing team diversity to enhance performance

Behavioral science & policy, 2020, Vol.6 (1), p.75-92

2020

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Culture and Egocentric Perceptions of Fairness in Conflict and Negotiation

Journal of applied psychology, 2002-10, Vol.87 (5), p.833-845

2002

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A Cross-Level Theory of Alumni–Organization Relationships

The Academy of Management review, 2024-01

2024

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Demographic faultlines and creativity in diverse groups

Diversity and Groups, 2008, Vol.11, p.1-26

2008

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Synergy from diversity: Managing team diversity to enhance performance

Behavioral science & policy, 2020-04, Vol.6 (1), p.75-92

2020

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Conducting Case Studies

Disability and Employer Practices, 2016, p.125

1, 2016

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The Human Side of Strategy:: Employee Experiences of Strategic Alignment in a Service Organization

Organizational dynamics, 2003-01, Vol.32 (2), p.122-141

2003

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Creating Inclusive Climates in Diverse Organizations

Diversity at Work: The Practice of Inclusion, 2013, p.330-363

2013

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Disability and Employer Practices: Research across the Disciplines

1, 2016

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On the nature and importance of cultural tightness-looseness : Theoretical models and conceptual analyses : final installment

Journal of applied psychology, 2006, Vol.91 (6), p.1225-1244

2006

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THE BENEFITS OF CLIMATE FOR INCLUSION FOR GENDER-DIVERSE GROUPS

Accumulative Job Demands and Support for Strength Use: Fine-Tuning the Job Demands-Resources Model Using Conservation of Resources Theory

On the Nature and Importance of Cultural Tightness-Looseness

Once, Twice, or Three Times as Harmful? Ethnic Harassment, Gender Harassment, and Generalized Workplace Harassment

Negotiating Relationally: The Dynamics of the Relational Self in Negotiations

EMPLOYEE ATTRIBUTIONS OF THE "WHY" OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION

Do Inclusive Leaders Help to Reduce Turnover in Diverse Groups? The Moderating Role of Leader-Member Exchange in the Diversity to Turnover Relationship

Disentangling the Fairness & Discrimination and Synergy Perspectives on Diversity Climate: Moving the Field Forward

A Multi-Level Process Model for Understanding Diversity Practice Effectiveness

Leaders as HR sensegivers: Four HR implementation behaviors that create strong HR systems

Cultural Influences on Cognitive Representations of Conflict: Interpretations of Conflict Episodes in the United States and Japan

Global diversity management: towards a conceptual framework

A Multi-Level Framework of Inclusive Leadership in Organizations

Manager Personality, Manager Service Quality Orientation, and Service Climate: Test of a Model

Contextualizing inclusion: Developing a framework and measure for a military context

Synergy from diversity: Managing team diversity to enhance performance

Culture and Egocentric Perceptions of Fairness in Conflict and Negotiation

A Cross-Level Theory of Alumni–Organization Relationships

Demographic faultlines and creativity in diverse groups

Synergy from diversity: Managing team diversity to enhance performance

Conducting Case Studies

The Human Side of Strategy:: Employee Experiences of Strategic Alignment in a Service Organization

Creating Inclusive Climates in Diverse Organizations

Disability and Employer Practices: Research across the Disciplines

On the nature and importance of cultural tightness-looseness : Theoretical models and conceptual analyses : final installment

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