Advancing accountability theory and practice: Introduction to the human resource management review special edition

By Dwight D. Frink, R. Klimoski. 2004

256 citations recorded by the source corpus.

Subfields: Applied Psychology, Management Information Systems, Public Administration

View Paper: https://www.semanticscholar.org/paper/2af91c47ad8d4a34df26a77484fd558095984c33

How researchers see this paper

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

In Applied Psychology

1. Denise M. Breaux
2. Wayne A. Hochwarter
3. Michele J. Gelfand
4. Raymond A. Noe
5. L. Nishii
6. Jana L. Raver
7. Satoris S. Culbertson
8. Zhongmin Wang

In Management Information Systems

1. Denise M. Breaux
2. Wayne A. Hochwarter
3. Raymond A. Noe
4. Satoris S. Culbertson
5. Zhongmin Wang
6. G. Ouimet
7. Gerald R. Ferris
8. Sheng Wang

In Public Administration

1. Denise M. Breaux
2. Wayne A. Hochwarter
3. L. Nishii
4. G. Ouimet
5. Gerald R. Ferris
6. Timothy P. Munyon

Citations in the corpus

• On the nature and importance of cultural tightness-looseness. (2006, background): “Felt accountability is the subjective experience that one’s actions are subject to evaluation and that there are potential pun-ishments based on these evaluations (Frink & Klimoski, 1998, 2004; Tetlock, 1985).”
• Politics as a Moderator of the Accountability—Job Satisfaction Relationship: Evidence Across Three Studies (2009, methodology): “Consistent with related theories (i.e., Frink & Klimoski, 1998, 2004; Tetlock, 1991), accountability is not only unavoidable, but it is necessary to ensure positive outcomes for both organizations and their employees (Pfeffer, 1997).”
• Motivating Knowledge Sharing in Knowledge Management Systems (2014, background): “Based on accountability theory (Frink & Klimoski, 1998, 2004), accountability-inducing management practices by their very nature enhance employees’ perceptions that they are expected to behave in certain ways.”
• Too arrogant for their own good? Why and when narcissists dismiss advice (2015, background): “Accountability in firms is reflected in performance evaluations, reward systems, personnel manuals, and procedure monitoring, among others (Frink & Klimoski, 2004; Klimoski & Frink, 1998).”
• Dynamics of narcissistic leadership in organizations (2010, background): “Reflections on the management of narcissistic leaders Three case studies of narcissistic leaders, conducted, respectively, by Goldman (2006) and Ouimet (2008, 2009a), reveal that they are inherently ego-syntonic.”