Collective organizational engagement: : Linking motivational antecedents, strategic implementation, and firm performance

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Effective Employee Engagement in the Workplace (2017, background): “Leaders who implement employee engagement strategies noted (a) higher levels of employee engagement (Blattner & Walter, 2015); (b) improved customer satisfaction, productivity, and profit (Bowen, 2016); and, (c) lower levels of employee accidents and turnovers (Barrick et al., 2014).”
Definitional and Conceptual Muddling: Identifying the Positionality of Employee Engagement and Defining the Construct (2017, background): “Collective organizational engagement was defined as “shared perceptions of organizational members that members of the organization are, as a whole, physically, cognitively and emotionally invested in their work” (Barrick et al., 2015, p. 113).”
How airline service quality determines the quantity of repurchase intention - Mediate and moderate effects of brand quality and perceived value (2019, methodology): “Third, confirmatory factor analysis was used to examine the factor structure and validate the core domains (Barrick et al., 2015).”
The trickle-down of work engagement from leader to follower: The roles of optimism and self-efficacy (2018, background): “Similarly, Barrick et al. (2015) advocated for studying work engagement at a higher level and within the complex organizational context.”