The Relation Between Personality and Contextual Performance in "Strong" Versus "Weak" Situations

By James C. Beaty, J. N. Cleveland, Kevin J. Murphy. 2001

189 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b0d66b4d3a10cbbcbb02ef564d82b2e37339d0cf

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Measuring Job-Related Situational Strength and Assessing Its Interactive Effects With Personality on Voluntary Work Behavior (2014, background): “Although Barrick and Mount (1993), Beaty et al. (2001), Masood, Dani, Burns, and Backhouse (2006), and many others have used situational strength to frame important questions pertaining to person–situation interactions, they were forced to utilize ad hoc and impoverished operationalizations and…”
Toward a (Pragmatic) Science of Strategic Intervention: Design Propositions for Scenario Planning (2008, background): “A considerable volume of basic theory and research shows that personality traits exert strong influences on behaviour in such weak situations (see, e.g., Beaty et al. 2001; Mischel 1973).”
Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance (2013, background): “Considering Mischel’s (1977) conceptualization of strong and weak situations, researchers (Beaty et al., 2001) have found that personality and contextual performance behavior would be most strongly correlated when there are only weak cues and less correlated when there are strong cues.”
A comparative study of new venture top management team composition, dynamics and performance between university-based and independent start-ups (2005, background): “These firms had achieved at l still u ent t ana ants h ria: t olde gic d was c 7 ed u lized l otal o fter e ses f ere n ded o organizational outcomes than those acting wi trong situations (Beaty et al., 2001).”