The effects of high‐involvement work systems and shared leadership on team creativity: A multilevel investigation.
- Published in:
- Human Resource Management, 2020, v. 59, n. 2, p. 201, doi. 10.1002/hrm.21988
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- Publication type:
- Article
Works matching IS 00904848 AND DT 2020 AND VI 59 AND IP 2
Results: 8
1
2
Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect.
- Published in:
- Human Resource Management, 2020, v. 59, n. 2, p. 215, doi. 10.1002/hrm.22005
- Publication type:
- Article
3
Crowding‐out or crowding‐in? Direct voice, performance‐related pay, and organizational innovation in European firms.
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- Human Resource Management, 2020, v. 59, n. 2, p. 185, doi. 10.1002/hrm.21987
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- Publication type:
- Article
4
I am therefore I own: Implications of organization‐based identity for employee stock ownership.
- Published in:
- Human Resource Management, 2020, v. 59, n. 2, p. 175, doi. 10.1002/hrm.21985
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- Publication type:
- Article
5
Religious identity in the workplace: A systematic review, research agenda, and practical implications.
- Published in:
- Human Resource Management, 2020, v. 59, n. 2, p. 153, doi. 10.1002/hrm.21983
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- Publication type:
- Article
6
Bad bosses and self‐verification: The moderating role of core self‐evaluations with trust in workplace management.
- Published in:
- Human Resource Management, 2020, v. 59, n. 2, p. 135, doi. 10.1002/hrm.21982
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- Publication type:
- Article
7
Issue Information.
- Published in:
- Human Resource Management, 2020, v. 59, n. 2, p. 117, doi. 10.1002/hrm.21962
- Publication type:
- Article
8
Engaging customer care employees in internal collaborative crowdsourcing: Managing the inherent tensions and associated challenges.
- Published in:
- Human Resource Management, 2020, v. 59, n. 2, p. 121, doi. 10.1002/hrm.21952
- By:
- Publication type:
- Article