Personality and organizations

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Conceptual note: Exploring the cognitive significance of organizational strategizing: A dual-process framework and research agenda (2007, result): “Specifically, a number of studies (reviewed in Gardner & Martinko, 1996; Hayes et al., 2003; Schneider & Smith, 2004; Spangler et al., 2004) have yielded findings in connection with the construct validity of the instrument and various behavioural predictions that are incompatible with the Jungian…”
The Promise and Problems of Organizational Culture (2014, background): “…personalities may be the primary building blocks of organizational culture (Baron & Hannan, 2002; Detert et al., 2000; Fu, Tsui, Liu, & Li, 2010).2 Schneider and Smith (2004) define personality broadly to refer to those individual attributes that “give form, structure, and consistency to…”
Personality Development and Organizational Behavior (2006, background): “This study sparked a resurgence in research on the role of individual differences in organizations, reestablishing the possibility that personality traits influence work outcomes (Schneider & Smith, 2004).”
Leadership and Organizational Culture: Linking CEO Characteristics to Cultural Values (2009, background): “Yet, as Schneider and Smith (2004) noted, there is plenty of theory suggesting that leaders have an effect in their organizations, but little empirical study of the linkages between leaders’ individual differences and organizational characteristics and success.”