Understanding reactions to job redesign: A quasi-experimental investigation of the moderating effects of organizational context on perceptions of performance behavior.

By F. Morgeson, Michael D Johnson, M. Campion, Gina J. Medsker, Troy V. Mumford. 2006

98 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9f3a853139e2bf8add285cc4c2fbb3501d3d0d47

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In Management Information Systems

In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

How work redesign interventions affect performance: An evidence-based model from a systematic review (2021, background): “Morgeson et al. (2006) also noted the influence of wider organizational factors.”
Change Recipients’ Reactions to Organizational Change (2011, background): “…Giacquinta (1975); Hornung and Rousseau (2007); Iverson (1996); Jones et al. (2005); Kiefer (2005); Madsen et al. (2005); Martin et al. (2005); Morgeson et al. (2006); Parsons et al. (1991); Peach et al. (2005); Spreitzer and Mishra (2002) Tenure Begley and Czajka (1993); Coyle-Shapiro…”
Team Self-Managing Behaviors and Team Effectiveness: The Moderating Effect of Task Routineness (2010, background): “Considering the self-reliance in team-based organizations (Morgeson et al., 2006), the investigation of the effects of self-managing behaviors and the contingency factors may help to design appropriate systems and interventions.”
Job and team design: Toward a more integrative conceptualization of work design (2008, methodology): “If work is designed in such a way as to tap into the existing knowledge and skill base of workers (either through enhanced autonomy or the use of team-based work designs), then one will be able to tap into both formal knowledge as well as tacit and local knowledge and skills (Morgeson et al., 2006; ”
The Impact of Call Center Employees' Customer Orientation Behaviors on Service Quality (2008, background): “Research in organizational behavior all too often ignores the critical role of context when examining the association between employee behaviors and organizational outcomes (Duffy et al. 2006; Johns 2006; Morgeson et al. 2006).”
Beyond motivation: job and work design for development, health, ambidexterity, and more. (2014, result): “In contrast to these arguments, Morgeson et al. (2006) found that autonomous work groups are effective only when reward, feedback, and information systems are poor.”