No. 37-8, November 2016
Index
- A multilevel perspective of interpersonal trust: Individual, dyadic, and cross‐level predictors of performance
- Assumptions beyond the science: encouraging cautious conclusions about functional magnetic resonance imaging research on organizational behavior
- Daily shifts in regulatory focus: The influence of work events and implications for employee well‐being
- Defining and operationalizing theory
- Dignity, face, and honor cultures: A study of negotiation strategy and outcomes in three cultures
- Emotional appeal in recruitment advertising and applicant attraction: Unpacking national cultural differences
- Issue Info ‐ TOC
- Issue Information Page
- Point/Counterpoint introduction: The future of theory in organizational behavior research
- Pseudotheory proliferation is damaging the organizational sciences
- The challenge of being a young manager: The effects of contingent reward and participative leadership on team‐level turnover depend on leader age
- The multiphase optimization strategy (MOST) and the sequential multiple assignment randomized trial (SMART): two novel evaluation methods for developing optimal training programs
- The problem with [in] management theory
- When control becomes a liability rather than an asset: Comparing home and office days among part‐time teleworkers
- Why we need theory in the organization sciences