The Impact Of Expectations On Newcomer Performance In Teams As Mediated By Work Characteristics, Social Exchanges, And Empowerment

By Gilad Chen, R. Klimoski. 2003

385 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/ba0204ff0351d456b7701993cea826b6b3f6a856

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In Gender Studies

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, background): “With a few exceptions (Chen, 2005; Chen & Klimoski, 2003; Summers et al., 2012), the team members themselves are considered interchangeable, and thus the models have not incorporated the individuals or the team member relationships in the model.”
Taking Stock: A review of more than twenty years of research on empowerment at work (2007, background): “…work attitudes, it has also been found to be related to positive work performance – more specifically, managerial effectiveness (Spreitzer, 1995), employee effectiveness (Spreitzer et al., 1997), employee productivity (Koberg, et al., 1999), and newcomer role performance (Chen and Klimoski, 2003).”
When Is Empowerment Effective? The Role of Leader-Leader Exchange in Empowering Leadership, Cynicism, and Time Theft (2017, background): “Empowered employees also enjoy higher levels of intrinsic motivation to work for the empowering organization or leader (Chen & Klimoski, 2003).”
When Does Cross-Cultural Motivation Enhance Expatriate Effectiveness? A Multilevel Investigation of the Moderating Roles of Subsidiary Support and Cultural Distance (2010, background): “In contrast, there is evidence that motivational attributes similar to cross-cultural motivation that generalize across task settings can positively promote adjustment processes (Chen & Klimoski, 2003).”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “In several recent publications, Chen and his colleagues (Chen, 2005; Chen, Kirkman, Kanfer, Allen, & Rosen, 2007; Chen & Klimoski, 2003) have 416 Journal of Management / June 2008 used this approach to examine whether teams are competent with regard to their task, team, and organizational roles.”
Designing Motivating Jobs: An Expanded Framework for Linking Work Characteristics and Motivation (2008, background): “…team production/service responsibilities and team autonomy (Kirkman & Rosen, 1999), access to information (Spreitzer, 1995), working for a boss who has a wide span of control (Spreitzer, 1996), and the sum of JCM work characteristics (Chen & Klimoski, 2003; Liden, Wayne, & Sparrowe, 2000).”
Enhancing the Effectiveness of Work Groups and Teams (2006, background): “There is some limited and promising research on work-group socialization (Chao, Kozlowski, Major, & Gardner, 1994; Chen, 2005; Chen & Klimoski, 2003); more such work is sorely needed.”
Getting to Know You (2017, neutral): “G. Chen and Klimoski (2003) describe the first few days of socialization as an anticipatory phase where expectations of coworkers are formed quickly on the basis of anticipated behavior.”
The influence of leader empowering behaviors and employee psychological empowerment on customer satisfaction (2014, result): “Since we focused on overall empowerment, and in line with prior research (Chen et al., 2007; Chen and Klimoski, 2003), the four dimensions were collapsed into an overall individual empowerment scale.”
Implications of core self-evaluations for a changing organizational context (2011, background): “A positive self-image can create a self-fulfilling prophecy, in which a person who believes that they are effective, in control, and worthwhile will be more prone to behave effectively over the course of his or her life (Chen & Klimoski, 2003).”