Lirong Long

Organizational Behavior and Human Resource Management · 2015–2019

A researcher in the Science corpus: 6 papers; trusts 31 researchers and is trusted by 0 researchers here, as inferred from the citation graph.

Subfields

• Organizational Behavior and Human Resource Management — 161 citations into it
• Social Psychology — 95 citations into it
• Experimental and Cognitive Psychology — 38 citations into it
• Strategy and Management — 24 citations into it
• Cognitive Neuroscience — 19 citations into it
• Applied Psychology — 17 citations into it
• Communication — 17 citations into it
• Clinical Psychology — 15 citations into it

Whom Lirong Long trusts overall

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

1. Jing Zhou
2. Xiaomeng Zhang
3. Kristopher J Preacher
4. Markus Baer
5. Edward L. Deci
6. Richard M. Ryan
7. R. Bies
8. Jiing-Lih Farh
9. Robert J. Vallerand
10. Greg R. Oldham

Papers from Lirong Long's perspective

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

1. Intrinsic Motivation and Self-Determination in Human Behavior
2. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. (American Psychologist)
3. Inequity In Social Exchange
4. To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. (Journal of Applied Psychology)
5. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
6. The role of positive emotions in positive psychology. The broaden-and-build theory of positive emotions. (American Psychologist)
7. A MODEL OF CREATIVITY AND INNOVATION IN ORGANIZATIONS
8. Empowerment: Rejuvenating a potent idea
9. When Job Dissatisfaction Leads to Creativity: Encouraging the Expression of Voice
10. FROM SENSEMAKING IN ORGANIZATIONS

Their papers

• A Social Exchange Perspective of Employee–Organization Relationships and Employee Unethical Pro-organizational Behavior: The Moderating Role of Individual Moral Identity (2019) — 195 citations
• Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy (2018) — 150 citations
• High‐performance work system and employee performance: the mediating roles of social exchange and thriving and the moderating effect of employee proactive personality (2018) — 113 citations
• Interactional justice, leader–member exchange, and employee performance: Examining the moderating role of justice differentiation (2017) — 96 citations
• Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing (2017) — 126 citations
• When is pay for performance related to employee creativity in the Chinese context? The role of guanxi HRM practice, trust in management, and intrinsic motivation (2015) — 100 citations