The Blackwell handbook of principles of organizational behavior

By Edwin A. Locke. 2000

268 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/2070456012c48483285be0fe81cf93998b54afd1

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Citations in the corpus

Does Crew Resource Management Training Work? An Update, an Extension, and Some Critical Needs (2006, background): “Since the inception of CRM training, a great deal has been learned about how to design, develop, implement, and evaluate training programs in organizations (see Salas & Cannon-Bowers, 2000, 2001; Tannenbaum & Yukl, 1992).”
What Should we do About Motivation Theory? Six Recommendations for the Twenty-First Century (2004, background): “The first author has argued that management should be taught in terms of principles (general truths) rather than specific theories (Locke, 2002) and has asked various experts in the field to identify core principles in OB and HR (Latham, 2000; Locke, 2000a).”
Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement (2010, background): “Issues of rewards continue to be important, particularly suggestions that extrinsic rewards may have varying importance at different stages of the creative process, with intrinsic motivation being more important at earlier stages (Amabile, 1993; Durham & Bartol, 2000).”
Team Boundary Spanning: A Multilevel Review of Past Research and Proposals for the Future (2010, background): “Finally, Ancona and Caldwell (1998, 2000) have written at least two chapters focused on how to compose teams to carry out necessary boundary spanning activities.”
Psychological wellbeing in a Turkish-Canadian sample (2005, unknown): “Schwarzer (1999, 2000) distinguishes between reactive and proactive coping: Reactive coping is defined as an effort to deal with a stressful encounter that has already happened.”
E-Learning in Organizations (2005, methodology): “In addition, work teams are often used by organizations (Salas & Cannon-Bowers, 2000), and effective approaches have been developed to train teamwork skills (e.g., team self-correction) and to address challenges that are often faced by work teams (e.g., team coordination, working in distributed…”
When the Romance is Over: Follower Perspectives of Aversive Leadership (2007, background): “Greater involvement and control are related to less job-related stress as well (see also Schwarzer, 2004).”
Servant Leadership: A Review and Synthesis (2011, background): “Empowering and developing people is a motivational concept focused on enabling people (Conger, 2000).”