Helen M. Williams

Organizational Behavior and Human Resource Management · 2006–2010

A researcher in the Science corpus: 5 papers; trusts 16 researchers and is trusted by 34 researchers here, as inferred from the citation graph.

Subfields

• Organizational Behavior and Human Resource Management — 59 citations into it; #925 of 8,741 by trust here, #585 by citations
• Social Psychology — 37 citations into it; #1,568 of 15,694 by trust here, #865 by citations
• Gender Studies — 29 citations into it; #2,705 of 4,924 by trust here, #321 by citations
• Sociology and Political Science — 19 citations into it; #13,305 of 22,756 by trust here, #2,628 by citations
• Strategy and Management — 13 citations into it
• Management Science and Operations Research — 8 citations into it
• Clinical Psychology — 7 citations into it
• Management of Technology and Innovation — 7 citations into it

Whom Helen M. Williams trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

1. Sharon K. Parker
2. Gilad Chen
3. David A. Harrison
4. L. Bruno
5. P. Bliese
6. Kristopher J Preacher
7. Carolyn M. Axtell
8. J. Crant
9. Michael Frese
10. Katherine J Klein

Who trusts Helen M. Williams overall

1. Sharon K. Parker
2. Adam M. Grant
3. Thomas W. H. Ng
4. Brenda E. Ghitulescu
5. Meir Shemla
6. H. Erkutlu
7. Bertolt Meyer
8. Chia-huei Wu
9. Dan S. Chiaburu
10. D. Fay

Papers from Helen M. Williams's perspective

Ordered by how strongly the researchers Helen M. Williams trusts endorse each paper. Same corpus, a different order for every researcher.

1. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
2. Proactive Behavior in Organizations
3. SPSS and SAS procedures for estimating indirect effects in simple mediation models (Behavoir research methods, instruments & computers)
4. LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS
5. Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance
6. 4. Personal initiative: An active performance concept for work in the 21st century
7. Deep-level composition variables as predictors of team performance: a meta-analysis. (Journal of Applied Psychology)
8. Social Identity and Self-Categorization Processes in Organizational Contexts
9. Time, Teams, and Task Performance: Changing Effects of Surface- and Deep-Level Diversity on Group Functioning
10. Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research

Their papers

• Modeling the antecedents of proactive behavior at work. (2006) — 2,005 citations
• Proactively performing teams: The role of work design, transformational leadership, and team composition (2010) — 151 citations
• Assessing the Impact of Nonresponse on Work Group Diversity Effects (2007) — 86 citations
• Perceived Dissimilarity and Perspective Taking Within Work Teams (2007) — 129 citations
• Assessing dissimilarity relations under missing data conditions: evidence from computer simulations. (2007) — 1,614 citations