Beyond top‐down and bottom‐up work redesign: Customizing job content through idiosyncratic deals
By Severin Hornung, Denise M. Rousseau, Jürgen Glaser, Peter Angerer, Matthias Weigl. 2010
393 citations recorded by the source corpus.
Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/fdb82818144b00adc7cbddd218c94ea88cfa9a02
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In General Health Professions
- Thomas W. H. Ng
- D. Feldman
- Annet de Lange
- Nicholas Lobuglio
- Anders Dysvik
- Liubița Barzin
- Marjan Gorgievski
- Miha Škerlavaj
In Organizational Behavior and Human Resource Management
- Arnold B. Bakker
- Annet de Lange
- Thomas W. H. Ng
- Justin M. Berg
- D. Feldman
- Russell E. Johnson
- Amy Wrzesniewski
- Jane E. Dutton
In Sociology and Political Science
- Thomas W. H. Ng
- D. Feldman
- Justin M. Berg
- Russell E. Johnson
- Amy Wrzesniewski
- Jane E. Dutton
- Miha Škerlavaj
- Matej Cerne
Citations in the corpus
- Learning at the workplace and sustainable employability: a multi-source model moderated by age (2016, background): “As such, in order to be beneficial, jobs should necessitate employees to invest in further growth and to use different work-related knowledge and skills (Hornung et al., 2010).”
- Can idiosyncratic deals promote perceptions of competitive climate, felt ostracism, and turnover? ☆ (2017, neutral): “…this group also contributes to the broader i-deal literature, as many existing studies have examined employees in their thirties (Huo, Luo, & Tam, 2014; Lai et al., 2009; Liu et al., 2013) or even forties (Bal, De Jong, Jansen, & Bakker, 2012; Hornung et al., 2010; Rousseau, Hornung, & Kim, 2009).”