rwg: an assessment of within-group interrater agreement

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Items 101–200 of 1,001

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4. WORK VALUE CONGRUENCE AND INTRINSIC CAREER SUCCESS: THE COMPENSATORY ROLES OF LEADER‐MEMBER EXCHANGE AND PERCEIVED ORGANIZATIONAL SUPPORT
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8. A comparative study of new venture top management team composition, dynamics and performance between university-based and independent start-ups
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9. Spirituality and religion in the workplace: History, theory, and research.
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12. Leader narcissism and follower outcomes: the counterbalancing effect of leader humility.
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13. Interrater Reliability and Agreement
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14. Justice and Leader-Member Exchange: The Moderating Role of Organizational Culture
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15. Managing distance by interdependence: Goal setting, task interdependence, and team-based rewards in virtual teams
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17. The moderating effect of environmental dynamism on the relationship between entrepreneur leadership behavior and new venture performance
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18. Self–other rating agreement in leadership: A review
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19. Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes
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20. Trust within teams: The relation with performance effectiveness
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21. Does Seeing “Eye To Eye” Affect Work Engagement and Organizational Citizenship Behavior? A Role Theory Perspective on LMX Agreement
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22. Leading for creativity: The role of unconventional leader behavior
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23. Transformational leadership and moral reasoning.
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24. SATISFACTION, CITIZENSHIP BEHAVIORS, AND PERFORMANCE IN WORK UNITS: A META-ANALYSIS OF COLLECTIVE CONSTRUCT RELATIONS
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27. THE ROLE OF SAFETY CLIMATE AND COMMUNICATION IN ACCIDENT INTERPRETATION: IMPLICATIONS FOR LEARNING FROM NEGATIVE EVENTS.
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29. SHARED LEADERSHIP IN TEAMS: AN INVESTIGATION OF ANTECEDENT CONDITIONS AND PERFORMANCE.
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30. Multinational Organization Context: Implications for Team Learning and Performance
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31. The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams
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32. Perceptions of organizational politics: Theory and research directions
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33. Explaining employment relationships with social exchange and job embeddedness.
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34. ATTITUDES AND EFFECTIVENESS: EXAMINING RELATIONS AT AN ORGANIZATIONAL LEVEL
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35. Within-group agreement: On the use (and misuse) of r and r in leadership research and some best practice guidelines
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36. Mapping the critical links between organizational culture and TQM/Six Sigma practices
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39. Achieving competitive advantage through implementing a replicable management standard: Installing and using ISO 9000
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40. Evidence of mood linkage in work groups
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41. Shared Leadership and Innovation: The Role of Vertical Leadership and Employee Integrity
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42. Understanding unethical behavior by unraveling ethical culture
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43. Top Management Team Advice Seeking and Exploratory Innovation: The Moderating Role of TMT Heterogeneity
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44. Team Reflexivity and Innovation
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45. Organizational Climate Partially Mediates the Effect of Culture on Work Attitudes and Staff Turnover in Mental Health Services
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46. The effect of organizational structure on perceptions of procedural fairness.
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47. Principles and Principals: Do Customer Stewardship and Agency Control Compete or Complement When Shaping Frontline Employee Behavior?
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48. Interruptive Events and Team Knowledge Acquisition
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50. The Innovation Imperative: The Relationships Between Team Climate, Innovation, and Performance in Research and Development Teams
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51. Disentangling the antecedents of ambidexterity: Exploration and exploitation
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52. Individual Moral Development and Ethical Climate: The Influence of Person–Organization Fit on Job Attitudes
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53. Drivers of innovation ambidexterity in small- to medium-sized firms
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54. Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance
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55. Psychometric properties and U.S. National norms of the Evidence-Based Practice Attitude Scale (EBPAS).
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56. Shared cognition in top management teams: implications for new venture performance
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57. PARTICIPATIVE DECISION MAKING AND EMPLOYEE PERFORMANCE IN DIFFERENT CULTURES: THE MODERATING EFFECTS OF ALLOCENTRISM/IDIOCENTRISM AND EFFICACY.
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58. Group cohesion: From "field of forces" to multidimensional construct.
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59. Exploring the Entrepreneurial Behavior of Family Firms: Does the Stewardship Perspective Explain Differences?
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60. REDUCING CAUSAL AMBIGUITY IN ACQUISITION INTEGRATION: INTERMEDIATE GOALS AS MEDIATORS OF INTEGRATION DECISIONS AND ACQUISITION PERFORMANCE.
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61. LEADERSHIP AND EMPLOYEES’ REACTIONS TO CHANGE: THE ROLE OF LEADERS’ PERSONAL ATTRIBUTES AND TRANSFORMATIONAL LEADERSHIP STYLE
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62. Understanding team innovation: The role of team processes and structures.
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63. Organizational Culture and Climate: Implications for Services and Interventions Research.
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64. The development of psychological contract breach and violation: a longitudinal study
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65. Mass customization origins: mass or custom manufacturing?
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66. Job engagement, perceived organizational support, high‐performance human resource practices, and cultural value orientations: A cross‐level investigation
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67. Personality Trait Inferences About Organizations: Development of a Measure and Assessment of Construct Validity.
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68. Interrater Agreement Reconsidered: An Alternative to the rwg Indices
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69. Standardization and Discretion: Does the Environmental Standard ISO 14001 Lead to Performance Benefits?
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70. Associations between emotional intelligence and doctor burnout, job satisfaction and patient satisfaction
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71. The Etiology of the Multilevel Paradigm in Management Research
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72. Predicting employee aggression against coworkers, subordinates and supervisors: the roles of person behaviors and perceived workplace factors
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73. AN EXAMINATION OF THE RELATIONSHIP BETWEEN WORK GROUP CHARACTERISTICS AND PERFORMANCE: ONCE MORE INTO THE BREECH
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74. Managerial self-awareness in high-performing individuals in organizations.
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75. Trust that binds: The impact of collective felt trust on organizational performance.
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76. Team conflict management and team effectiveness: the effects of task interdependence and team identification
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77. Safety Climate in Health Care Organizations: A Multidimensional Approach
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78. Organizational efforts to affirm sexual diversity: A cross-level examination.
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79. FAMILY‐FRIENDLY PROGRAMS, ORGANIZATIONAL COMMITMENT, AND WORK WITHDRAWAL: THE MODERATING ROLE OF TRANSFORMATIONAL LEADERSHIP
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80. Advancing research on team process dynamics
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81. Leadership effects on organizational climate and financial performance
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82. Creativity and charisma among female leaders: the role of resources and work engagement
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83. Team structure, team climate and the quality of care in primary care: an observational study
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84. Are transformational leaders fair? A multi-level study of transformational leadership, justice perceptions, and organizational citizenship behaviors
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85. Rethinking ‘Top‐Down’ and ‘Bottom‐Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support
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86. Examining the mechanism of the value co-creation with customers
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88. Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework
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90. Relation of Parental Involvement, Empowerment, and School Traits to Student Academic Performance
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91. EMPLOYEES THAT THINK AND ACT LIKE OWNERS: EFFECTS OF OWNERSHIP BELIEFS AND BEHAVIORS ON ORGANIZATIONAL EFFECTIVENESS
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96. Developing a Measure of Unethical Behavior in the Workplace: A Stakeholder Perspective
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97. Transformational Leadership, Job Characteristics, and Organizational Citizenship Performance
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98. Autonomy and Performance in Teams: The Multilevel Moderating Effect of Task Interdependence
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99. MEASUREMENT ERROR IN RESEARCH ON HUMAN RESOURCES AND FIRM PERFORMANCE: ADDITIONAL DATA AND SUGGESTIONS FOR FUTURE RESEARCH
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100. CEO charisma, compensation, and firm performance
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