A multilevel integration of personality, climate, self-regulation, and performance.

By C. Wallace, Gilad Chen. 2006

441 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/7228c6e738f6969735fa5a3353b4c49a67a3713a

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In Organizational Behavior and Human Resource Management

In Radiological and Ultrasound Technology

In Sociology and Political Science

Citations in the corpus

Change the Referent? A Meta-Analytic Investigation of Direct and Referent-Shift Consensus Models for Organizational Climate (2016, background): “…regardless of whether climate was aggregated via direct consensus or via referent-shift consensus and thus support a long stream of primary research (e.g., Richardson & Vandenberg, 2005; Schneider et al., 2005; Wallace & Chen, 2006; Zohar, 2000) and meta-analyses (e.g., Christian et al., 2009).”
The Influence of Ethical Leadership and Regulatory Focus on Employee Outcomes (2013, background): “(Wallace & Chen, 2006: 535).”
A Review of Multilevel Regulatory Focus in Organizations (2015, background): “This capability could lead to dynamic optimal fit processes between task requirements and regulatory foci as work demands and requirements change (Wallace & Chen, 2006).”
Designing Motivating Jobs: An Expanded Framework for Linking Work Characteristics and Motivation (2008, background): “Consisent with this idea, Wallace and Chen (2006) showed that a promotion focus was an important positive predictor of productivity (which entails work quantity and speed), whereas prevention focus was a negative predictor of this outcome.”
Safety Climate in Organizations (2016, positive): “…show that safety climate is more strongly associated with discretional safety behaviors like safety participation rather than compliance, even if traditionally, most of research on safety climate outcomes has been focused individual safety compliance (Christian et al., 2009; Wallace & Chen, 2006).”
APPROACH OR AVOIDANCE (OR BOTH?): INTEGRATING CORE SELF‐EVALUATIONS WITHIN AN APPROACH/AVOIDANCE FRAMEWORK (2011, background): “Approach/avoidance distinctions have been made in research areas such as attitude change and safety performance (Higgins, 2006; Wallace & Chen, 2006).”
Workplace safety: a meta-analysis of the roles of person and situation factors. (2009, background): “We refer the reader to Wallace and Chen (2006) and Zohar (2000, 2002b), who have highlighted methodological advantages of studying microaccidents relative to accidents.”
Integrating attachment style, vigor at work, and extra‐role performance (2011, background): “Additionally, based on the notion that simply because states can change does not mean they do change (Vandewalle, 1997; Wallace & Chen, 2006) and evidence indicates that vigor at work can be fairly stable given stable antecedents (Shirom et al., 2008), we represent vigor as a predictor of workplace…”
The role of national culture and organizational climate in safety training effectiveness (2008, background): “In addition, because workers seek information on appropriate behaviour from their environments, an overall climate strategically focused on safety generates an implicit obligation on the part of workers to comply with safety procedures established by management (Hofmann & Morgeson, 1999 ; Wallace &”