Kimberly A. Smith-Jentsch

Social Psychology · 2001–2012

A researcher in the Science corpus: 5 papers; trusts 9 researchers and is trusted by 3 researchers here, as inferred from the citation graph.

Subfields

• Social Psychology — 48 citations into it; #9,651 of 15,694 by trust here, #5,773 by citations
• Applied Psychology — 23 citations into it
• Organizational Behavior and Human Resource Management — 19 citations into it
• Education — 8 citations into it

Whom Kimberly A. Smith-Jentsch trusts overall

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

1. Eduardo Salas
2. R. Day
3. P. Boyle Single
4. Ellen A. Ensher
5. John E. Mathieu
6. Tammy D. Allen
7. Richard M. Single
8. A. Georgakopoulou
9. Katherine J Klein
10. M. Marks

Who trusts Kimberly A. Smith-Jentsch overall

1. Kyle Lewis
2. Nancy J. Cooke
3. Susan Mohammed
4. Scott I. Tannenbaum
5. Eduardo Salas
6. M. Hilton
7. Lori A. Ferzandi
8. J. Cannon-Bowers

Papers from Kimberly A. Smith-Jentsch's perspective

Ordered by how strongly the researchers Kimberly A. Smith-Jentsch trusts endorse each paper. Same corpus, a different order for every researcher.

1. Toward an integrative theory of training motivation: a meta-analytic path analysis of 20 years of research. (Journal of Applied Psychology)
2. Scaling the quality of teammates' mental models: equifinality and normative comparisons
3. Benefits of training and development for individuals and teams, organizations, and society. (Annual Review of Psychology)
4. MOTIVATION TO LEARN AND COURSE OUTCOMES: THE IMPACT OF DELIVERY MODE, LEARNING GOAL ORIENTATION, AND PERCEIVED BARRIERS AND ENABLERS
5. Team cognition : understanding the factors that drive process and performance
6. What predicts skill transfer? An exploratory study of goal orientation, training self-efficacy and organizational supports
7. Online mentoring and computer-mediated communication: New directions in research
8. Learning more by crossing levels: evidence from airplanes, hospitals, and orchestras
9. Performance implications of leader briefings and team-interaction training for team adaptation to novel environments. (Journal of Applied Psychology)
10. The influence of shared mental models on team process and performance. (Journal of Applied Psychology)

Their papers

• Measuring teamwork mental models to support training needs assessment, development, and evaluation: two empirical studies† (2001) — 209 citations
• Guided Team Self-Correction (2008) — 228 citations
• The Science of Training and Development in Organizations (2012) — 1,171 citations
• Towards an understanding of macrocognition in teams: developing and defining complex collaborative processes and products (2010) — 89 citations
• A comparison of face-to-face and electronic peer-mentoring: Interactions with mentor gender (2008) — 95 citations