A network model of organizational climate: Friendship clusters, subgroup agreement, and climate schemas

By Daniel A. Newman, P. Hanges, Lili Duan, Anuradha Ramesh. 2008

1,134 citations recorded by the source corpus.

Subfields: Anthropology, Education, History

View Paper: https://www.semanticscholar.org/paper/172ec60f02c4bcd7a6444d1e157f5b1007b40d22

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Anthropology

In Education

In History

Citations in the corpus

The Wheel Model of humor: Humor events and affect in organizations (2012, background): “In addition, perhaps through attraction, selection, and attrition processes (Schneider, 1987), individuals who share humor and positive affect are likely to be selected into and remain in social groups, and those who do not share humor and positive affect are more likely to leave.”
Follow the crowd in a new direction: When conformity pressure facilitates group creativity (and when it does not) (2012, background): “After all, the most effective way to manage most behaviors at work is to use both attraction-selection-attrition processes (Schneider, 1987) in concert with socialization (Cable & Parsons, 2001).”
Job insecurity climate's influence on employees' job attitudes: Evidence from two European countries (2009, background): “The Attraction-Selection-Attrition model (Schneider, 1987) pointed out that organizations select, attract, and attrite employees with similar perceptions to those of the organization.”
Fitting In: The Effects of Relational Demography and Person-Culture Fit on Group Process and Performance (2007, background): “A second assumption is that different types of people are attracted to and will remain in different organizations depending on the match or fit between individual and organizational goals, values, or needs (e.g., Chatman, 1989; Schneider, 1987).”
Social Servicescape: The Impact of Social Factors on Restaurant Image and Behavioral Intentions (2015, background): “People’s emotional and behavioral displays in an environment determine the kind of social environments they create (Schneider, 1987).”
Individualism-collectivism and group creativity. (2006, background): “, selection and socialization) that can heighten the eVect of creativity-related variables over time (e.g., Chatman, 1991; Schneider, 1987).”
Proactive Personality and Employee Creativity: The Effects of Job Creativity Requirement and Supervisor Support for Creativity (2010, background): “Under what circumstances will proactive employees be more likely creative? Based on the person-situation interactionist approach (e.g., Pervin, 1989; Schneider, 1987; Terborg, 1981), it has been said that individual and situational factors jointly influenced employee creativity.”
Shared work values and team member effectiveness: The mediation of trustfulness and trustworthiness (2008, background): “A strong culture can generate and reinforce shared values (Schneider, 1987); shared values ‘are expressed in organizational choices and then reinforced within organizational contexts’ (O’Reilly et al.”
An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. (2007, background): “Van Maanen and Schein (1979) also have argued that socialization in an organization “entails the learning of a cultural perspective .”
The Impact of Coworker Support on Employee Turnover in the Hospitality Industry (2013, background): “To quote Schneider (1987), “people make the place,” and particularly so in entry-level hospitality work because of the numerous constituents with whom one works.”
CEOs' Leadership Styles and Managers' Innovative Behaviour: Investigation of Intervening Effects in an Entrepreneurial Context (2015, background): “This process of forming an organizational climate results in organizational homogeneity (Schneider, 1987).”
Perceived deep-level dissimilarity: Personality antecedents and impact on overall job attitude, helping, work withdrawal, and turnover (2008, background): “Turnover The attraction–selection–attrition (ASA) framework (Schneider, 1987), which is based on the similarityattraction paradigm, predicts that individuals are attracted to workgroups based on their perceptions of similarity to them; when this perception of similarity is violated, employees feel u”
Dispersion-Composition Models in Multilevel Research (2011, background): “Newman and Sin (2009) extended these findings, showing that (a) missing data bias estimates based on within-group dispersion (SDwg) do not depend on team size and (b) direction of the effect sizes representing the strength of systematic missingness is irrelevant.”
Unit-Level Counterproductive Work Behavior (CWB): A Conceptual Review and Quantitative Summary (2020, background): “Moreover, this would provide a greater understanding of the longer-term consequences of pervasive unit-level CWB, as units may have trouble attracting and subsequently hiring members who do not fit with existing unit-level norms (Schneider, 1987).”
The Contributions of Personality to Organizational Behavior and Psychology: Findings, Criticisms, and Future Research Directions (2008, background): “Is the increase of conscientiousness and decrease of openness over time, for example, a result of a context-free aging process, or might the experience of work play a role in making individuals more conscientious and less open? Similarly, since women’s neuroticism scores decline over time, serving t”
Linking leader behavior and leadership consensus to team performance: Integrating direct consensus and dispersion models of group composition (2011, background): “In comparison, high levels of dispersion in members’ leadership perceptions suggest the absence of a shared reality and an increased likelihood of misunderstandings among and between team members (Newman et al. 2008).”