Citation: Cl. Martin et N. Bennett, THE ROLE OF JUSTICE JUDGMENTS IN EXPLAINING THE RELATIONSHIP BETWEEN JOB-SATISFACTION AND ORGANIZATIONAL COMMITMENT, Group & organization management, 21(1), 1996, pp. 84-104
Citation: Wh. Bommer et Ae. Ellstrand, CEO SUCCESSOR CHOICE, ITS ANTECEDENTS AND INFLUENCE ON SUBSEQUENT FIRM PERFORMANCE - AN EMPIRICAL-ANALYSIS, Group & organization management, 21(1), 1996, pp. 105-123
Citation: L. Larwood, ATTRIBUTIONAL EFFECTS OF EQUAL-EMPLOYMENT OPPORTUNITY - THEORY DEVELOPMENT AT THE INTERSECTION OF EEO POLICY AND MANAGEMENT PRACTICE, Group & organization management, 20(4), 1995, pp. 391-408
Citation: Am. Konrad et F. Linnehan, RACE AND SEX-DIFFERENCES IN-LINE MANAGERS REACTIONS TO EQUAL-EMPLOYMENT OPPORTUNITY AND AFFIRMATIVE-ACTION INTERVENTIONS, Group & organization management, 20(4), 1995, pp. 409-439
Citation: M. Cianni et B. Romberger, PERCEIVED RACIAL, ETHNIC, AND GENDER DIFFERENCES IN ACCESS TO DEVELOPMENTAL EXPERIENCES, Group & organization management, 20(4), 1995, pp. 440-459
Citation: Le. Atwater, THE RELATIONSHIP BETWEEN SUPERVISORY POWER AND ORGANIZATIONAL CHARACTERISTICS, Group & organization management, 20(4), 1995, pp. 460-485
Citation: Jk. Butler, BEHAVIORS, TRUST, AND GOAL ACHIEVEMENT IN A WIN-WIN NEGOTIATING ROLE-PLAY, Group & organization management, 20(4), 1995, pp. 486-501
Citation: P. Tharenou, THE IMPACT OF A DEVELOPMENTAL PERFORMANCE-APPRAISAL PROGRAM ON EMPLOYEE PERCEPTIONS IN AN AUSTRALIAN FEDERAL-AGENCY, Group & organization management, 20(3), 1995, pp. 245-271
Citation: G. Yukl et al., INFLUENCE TACTICS USED FOR DIFFERENT OBJECTIVES WITH SUBORDINATES, PEERS, AND SUPERIORS, Group & organization management, 20(3), 1995, pp. 272-296
Citation: Uj. Wiersma et al., DUTCH REACTIONS TO BEHAVIORAL OBSERVATION, BEHAVIORAL EXPECTATION, AND TRAIT SCALES, Group & organization management, 20(3), 1995, pp. 297-309
Citation: Gc. Futoran et al., THE TEMPORAL IMPACT OF MANAGEMENT FACULTY STYLE AND COURSE CHARACTERISTICS - SOME THEORETICAL AND DEVELOPMENTAL IMPLICATIONS, Group & organization management, 20(3), 1995, pp. 310-336
Citation: Rw. Renn et Ko. Prien, EMPLOYEE RESPONSES TO PERFORMANCE FEEDBACK FROM THE TASK - A FIELD-STUDY OF THE MODERATING EFFECTS OF GLOBAL SELF-ESTEEM, Group & organization management, 20(3), 1995, pp. 337-354
Citation: Dp. Moore et Jw. Moore, INSURANCE COMPANY EFFECTIVENESS UNDER EXTREME CONDITIONS - LESSONS FROM A CONSUMER TEST, Group & organization management, 20(3), 1995, pp. 355-380
Citation: T. Harper et B. Ruge, ORGANIZATIONAL STUDIES CONFERENCE - BEST PAPERS - INTRODUCTION, Group & organization management, 20(2), 1995, pp. 118-121
Citation: As. Klein et al., ORGANIZATION CULTURE, DISTRIBUTION AND AMOUNT OF CONTROL, AND PERCEPTIONS OF QUALITY - AN EMPIRICAL-STUDY OF LINKAGES, Group & organization management, 20(2), 1995, pp. 122-148
Citation: Rs. Brower et My. Abolafia, THE STRUCTURAL EMBEDDEDNESS OF RESISTANCE AMONG PUBLIC MANAGERS, Group & organization management, 20(2), 1995, pp. 149-166
Citation: Jm. Norris et Am. Wylie, GENDER STEREOTYPING OF THE MANAGERIAL ROLE AMONG STUDENTS IN CANADA AND THE UNITED-STATES, Group & organization management, 20(2), 1995, pp. 167-182
Citation: Dn. Greenberg, BLUE VERSUS GRAY - A METAPHOR CONSTRAINING SENSEMAKING AROUND A RESTRUCTURING, Group & organization management, 20(2), 1995, pp. 183-209
Citation: D. Vandewalle et al., PSYCHOLOGICAL OWNERSHIP - AN EMPIRICAL-EXAMINATION OF ITS CONSEQUENCES, Group & organization management, 20(2), 1995, pp. 210-226