Bradley L. Kirkman
North Carolina State University
Publications 90
Sal Mistry1
Estimated H-index: 1
(SMU: Southern Methodist University),
Ozias Moore (Lehigh University)+ 7 AuthorsKatherine Chudoba
Published on May 1, 2019in Journal of Organizational Behavior5.00
T. Brad Harris9
Estimated H-index: 9
(TCU: Texas Christian University),
M. Teresa Cardador5
Estimated H-index: 5
(UIUC: University of Illinois at Urbana–Champaign)
+ 2 AuthorsBradley L. Kirkman37
Estimated H-index: 37
(NCSU: North Carolina State University)
Published on Mar 1, 2019in Journal of Applied Psychology5.07
Gilad Chen35
Estimated H-index: 35
(UMD: University of Maryland, College Park),
Troy A. Smith5
Estimated H-index: 5
(NU: University of Nebraska–Lincoln)
+ 3 AuthorsJiing-Lih Farh1
Estimated H-index: 1
(China Europe International Business School)
Published on Dec 28, 2018in Academy of Management Review10.63
Adam C. Stoverink3
Estimated H-index: 3
(NIU: Northern Illinois University),
Bradley L. Kirkman37
Estimated H-index: 37
(NCSU: North Carolina State University)
+ 1 AuthorsBenson Rosen41
Estimated H-index: 41
(UNC: University of North Carolina at Chapel Hill)
In today’s turbulent business environments, work teams frequently face a variety of adverse conditions and, as a result, can experience process breakdowns and performance declines. Despite existing...
Published on Aug 1, 2018
Sal Mistry1
Estimated H-index: 1
Murray R. Barrick + 1 AuthorsMichael A. Hitt
Despite beliefs that strategy implementation begins at the top of a firm, organizational research has not sufficiently focused on understanding top management teams’ (TMTs) actual role in strategy implementation. Drawing from both macro-level and micro-level organizational research, we develop a theoretical model that specifies the implementation activities that TMTs complete (i.e. TMT strategy implementation task processes) and explain how (i.e. TMT teamwork processes) and when (i.e. TMT interd...
Published on Oct 1, 2017in Organizational Research Methods6.55
Richard G. Gardner7
Estimated H-index: 7
T. Brad Harris9
Estimated H-index: 9
+ 2 AuthorsJohn E. Mathieu57
Estimated H-index: 57
The study of interaction effects is critical for creating, extending, and bounding theory in organizational research. Integrating and extending prior work, we present a taxonomy of two-way interaction effects that can guide organizational scholars toward clearer, more precise ways of developing theory, advancing hypotheses, and interpreting results. Specifically, we identify three primary interaction types, including strengthening, weakening, and reversing effects. In addition, we explore subcat...
Published on Aug 29, 2017
Bradley L. Kirkman37
Estimated H-index: 37
Deanne N. Den Hartog
Published on Aug 1, 2017
The purpose of this symposium is to shed light on key new directions in empowering leadership research as reflected in the following questions: Can there be too much of empowering leadership, that is, does empowering leadership exhibit a curvilinear relationship with employee performance? Does empowering leadership interact with other leadership behaviors such as visionary leadership to impact follower performance? Can CEO empowering leadership positively influence firm innovation via its effect...
Published on Aug 1, 2017in Journal of International Business Studies7.72
Laura Huang9
Estimated H-index: 9
(UPenn: University of Pennsylvania),
Cristina B. Gibson36
Estimated H-index: 36
(UWA: University of Western Australia)
+ 1 AuthorsDebra L. Shapiro40
Estimated H-index: 40
(UMD: University of Maryland, College Park)
Team innovation requires idea generating and idea implementing. In two studies, we examine how these team activities are affected by the extent to which members value traditionalism – that is, placing importance on preserving old ways of doing things over breaking precedent and forging new approaches. We proposed that higher average levels of team traditionalism would be negatively associated with idea generating but positively associated with idea implementing. Conversely, we proposed the oppos...