Exploring Boundaries of the Effects of Applicant Impression Management Tactics in Job Interviews

By Wei-Chi Tsai, Chien‐Cheng Chen, Su-fen Chiu. 2005

117 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b7825f4207f05f619fa260fcd15f2e4db8b5ae7a

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. Deanne N. den Hartog
2. Adam M. Grant
3. J. Levashina
4. Sharon K. Parker
5. M. Bolino
6. F. Morgeson
7. T. Macan
8. Chad H. Van Iddekinge

In Social Psychology

1. Deanne N. den Hartog
2. M. Bolino
3. T. Macan
4. A. D. De Hoogh
5. J. Gilstrap
6. M. Campion
7. Frank Belschak
8. J. Levashina

In Sociology and Political Science

1. T. Macan
2. M. Bolino
3. J. Levashina
4. Deanne N. den Hartog
5. W. H. Turnley
6. A. D. De Hoogh
7. J. Gilstrap
8. M. Campion

Citations in the corpus

• Toot Your Own Horn? Leader Narcissism and the Effectiveness of Employee Self-Promotion (2018, background): “For example, Tsai, Chen, and Chiu (2005) found that even when job interviews had a longer duration, the effects of impression management tactics such as self-promotion by job applicants already became nonsignificant.”
• The employment interview: A review of current studies and directions for future research (2009, background): “However, interviews that are better designed and developed specifically to assess particular constructs show greater evidence of construct-related validity (e.g., Van Iddekinge et al., 2005).”
• The Structured Employment Interview: Narrative and Quantitative Review of the Research Literature (2014, background): “For example, when applicants describe and emphasize the skills and experiences that they possess in their employment interviews, these behaviors are labeled as self-focused or self-promotion IM tactics (Ellis et al., 2002; KristofBrown, Barrick, & Franke, 2002; Tsai et al., 2005).”
• A Multi-Level Review of Impression Management Motives and Behaviors (2008, background): “Tsai, Chen, and Chiu (2005) examined the relationship of verbal, self-focused IM tactics and nonverbal IM tactics with interviewers’ evaluations of the candidate.”
• Antecedents of Impression Management Use and Effectiveness in a Structured Interview† (2007, result): “Results of previous research has indicated that IM use can influence interview outcomes, such as interview scores and hiring recommendations (e.g., Gilmore & Ferris, 1989; Kacmar & Carlson, 1999; Tsai et al., 2005).”