Journal of Organizational Behavior

Article	Citations
	321
	116
When Does Top Management Team Diversity Matter in Large Organizations?	82
Enhancing Subordinate Job Performance Through Coaching Behaviors: A Lay Epistemic Approach	81
Laying the groundwork for corporate social responsibility: Behavioral ethics in high‐hazard organizations	80
Employee voice and coworker support: The roles of employee job demands and coworker voice expectation	76
Human Capital Robotic Integration and Value Creation for Organizations	65
All set in stone? How essentialist beliefs about aging affect older workers' motivation to continue working beyond retirement age	64
Is There a Sweet Spot for Gender Diversity Effects on Financial Performance in Organizations? An S‐Curve Model Explanation	64
Ethnic minority CEO turnover: Resource‐based and leadership categorization perspectives	64
Does a stick work? A meta‐analytic examination of curvilinear relationships between job insecurity and employee workplace behaviors	57
Laughing with me or laughing at me? The differential effects of leader humor expressions on follower status and influence at work	56
Moving from problems to solutions: A review of gender equality interventions at work using an ecological systems approach	55
Bias in the background? The role of background information in asynchronous video interviews	51
A Meta‐Analysis of Antecedents and Outcomes of Flexible Working Arrangements	51
The multilevel well‐being paradox: Towards an integrative process theory of coping in teams	48
Issue Information	47
Neurodiversity Right: The Case for Neurodiversity Employment Programs	45
Predictors of turnover amongst volunteers: A systematic review and meta‐analysis	40
Bringing contribution–receipt (im)balance to team–member exchange research: A moderated mediation model	40
Promotion focus is valued in men more than in women	38
Customer‐Oriented Boundary Spanning, Functional Diversity, and Customer Adoption	37
Whose interests matter? The role of participation in inclusive organizational behavior	36
Negative Feedback as a Necessary Evil: Unpacking the Role of the Organization's Social Context	33
Neurodiversity at Work: A Hiring Revolution or Just “Lite” Inclusion?	33

Middle power plays: How and when Mach middle managers use downward abuse and upward guanxi to gain and maintain power	32
Diversity, equity, and inclusion programs' emphasis on symbolism: Causes and consequences	32
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Acting authentically: Using play to cultivate authentic interrelating in role performance	31
Profiles of attribution for work–family conflict episodes and their relation to negative emotions	30
Happy Work, Happy Life? A Replication and Comparison of the Longitudinal Effects Between Job and Life Satisfaction Using Continuous Time Meta‐Analysis	29
Profiles in persistence: A latent profile analysis of multilevel coping strategies enacted among women in the sciences	28
Leverage self‐ and other‐compassion to prevent the abuse trickle‐down	28
Reimagining our futures together: An early bird's‐eye view of inclusive organizational behavior	28
Only time will tell: How teams centralize their voice around competent members over time to perform better	28
A dual‐path model of observers' responses to peer voice endorsement: The role of instrumental attribution	27
Issue Information	26
The Paradoxical Effects of Overqualification on Helping: An Exchange‐Based Framework	26
More is less? A dynamic perspective on mentors' task‐related information sharing, indegree centrality, and newcomer socialization outcomes	26
Rotten apples in bad barrels: Psychopathy, counterproductive work behavior, and the role of social context	25
Relative income and value congruence in dual‐income couples	25
Collective friend group reactions to organizational change: A field theory approach	25
Gig work and gig workers: An integrative review and agenda for future research	24
An uncertainty management perspective on the antecedents of leader self‐serving behavior	24
Multilevel outcomes of creativity in organizations: An integrative review and agenda for future research	23
Issue Information	23
“No, this is NOT Performative Allyship!”: An introduction to the point–counterpoint exchange on Diversity, Equity, and Inclusion initiatives	23
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Why have we not detected gender differences in organizational justice perceptions?! An evidenced‐based argument for increasing inclusivity within justice research	22
“Hireability” prospects for known bystander reporters of sexual harassment: Moral character, agreeableness, and gender effects	22
Anger for good? Unethical‐behavior‐targeted leader anger expression and its consequences on team outcomes	21
Why Leaders' Daily Affect Fluctuation Inhibits Their Justice Rule Adherence: The Mechanism of Ego‐Depletion and the Moderating Role of Gender	21
Linking Basis of Leader–Member Exchange Differentiation to Diversity Climate and Idea Generation	21
The positive potential of presenteeism: An exploration of how presenteeism leads to good performance evaluation	20
How Can Teams Benefit From AI Team Members? Exploring the Effect of Generative AI on Decision‐Making Processes and Decision Quality in Team–AI Collaboration	20
Humble leadership: A review and synthesis of leader expressed humility	20
Age–rank correlations and firm‐level outcomes: The moderating role of environmental dynamism	20
The impact of work hours on work‐to‐family enrichment and conflict through energy processes: A meta‐analysis	19
Does it take two to tango? Combined effects of relational job crafting and job design on energy and performance	19
Sexualize one, objectify all? The sexualization spillover effect on female job candidates	18
Correction to “Unraveling the Power of Leisure Crafting for Unengaged Employees: Implications for Creativity and Meaning at Work”	18
Can Ally Work Mobilize Voice? Male Leaders' Ally Work on Women's Pro‐Group Voice	18
A systematic review of temporal person‐environment fit research: Trends, developments, obstacles, and opportunities for future research	18
Understanding Why and When Supervisor Bottom‐Line Mentality Inhibits Workplace Safety	18
Energy, attentional resources and work–family conflict over the meso‐term: Resource loss spirals revisited	18
Beyond the individual‐level conceptualization of dispositional resistance to change: Multilevel effects on the response to organizational change	18
A Tale of Two Job Searches: An Integrative Review of How Job Seeker Characteristics Shape Informal Job Search Effectiveness	18
Fairness uncertainty and pay information exchange: Why and when employees disclose bonus pay to pay information websites	17
Speaking without words: A meta‐analysis of over 70 years of research on the power of nonverbal cues in job interviews	17
Do moral disengagers experience guilt following workplace misconduct? Consequences for emotional exhaustion and task performance	17
Customer courtesy and service performance: The roles of self‐efficacy and social context	17
Generational differences at work? A meta‐analysis and qualitative investigation	17
Not Even Remotely Close: How Co‐Location Imbalance Affects Subgroup Formation in Hybrid Teams	16
Quiet Workaholics? The Link Between Workaholism and Employee Silence and Moral Voice as Explained by the Social‐Cognitive Theory of Morality	16
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Introducing the thought experiments Point‐Counterpoint exchange	16
Dual Effects of Leader Pro‐Group Unethical Behavior: The Role of Attribution in Shaping Employee Reactions	16
The Backdrop of Leadership: How Environmental Awe Influences Charisma Attributions	16
I Remember It All Too Well: Gig Workers' Psychological Detachment After Receiving Negative Customer Feedback and the Roles of Job Security and Handling Time	16
Beyond Synthesis: Elevating Scholarly Contributions in the Age of AI	15
Workplace gossip: An integrative review of its antecedents, functions, and consequences	15
My knowledge: The negative impact of territorial feelings on employee's own innovation through knowledge hiding	15
How, when, and why high job performance is not always good: A three‐way interaction model	15
Correction to “Experimentation in the face of ambiguity: How mindful leaders develop emotional capabilities for change in teams”	14
More than a muscle: How self‐control motivation, depletion, and self‐regulation strategies impact task performance	14
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Promoting Fun or Competition? Testing Interventions on Ludic and Agonistic Work Design	14
Relaxing into differences and energizing into differences: How group‐based play enables demographically diverse adults to co‐create a climate of psychological safety	14
Ethically treated yet closely monitored: Ethical leadership, leaders' close monitoring, employees' uncertainty, and employees' organizational citizenship behavior	13
A multilevel study of social networks and collective reactions to organizational change	13
Sharing Good News at Work to Collaborate and to Self‐Enhance: A Motivational and Reputational Perspective on Workplace Interpersonal Capitalization	13
When perceiving a coworker as creative affects social networks over time: A network theory of social capital perspective	13
Felt trust: Added baggage or added value? A critical review, constructive redirection, and exploratory meta‐analysis	13
Unraveling the power of leisure crafting for unengaged employees: Implications for creativity and meaning at work	13
From Friction to Fulfillment: Examining When and How Spousal Active‐Destructive Responsiveness to Employees' Sharing of Positive Events Benefits the Work Domain	13
Adopting Underdogs' Ideas Triggers Fairness? When and How Underachievers' Voice Endorsement Promotes Team Voice	12
Linking Age‐Diversity Practices and Company Ratings Over Time: Evidence From Employer Reviews and a Longitudinal Experiment	12
Issue Information	12
Actions are authentic, but are leaders? A reconceptualization of authenticity and leadership practice	12
Managing your feelings at work, for a reason: The role of individual motives in affect regulation for performance‐related outcomes at work	12
Can Narcissistic Women Leaders Be Seen as Effective? A Multi‐Method Examination	12
Issue Information	12
The Double‐Edged Sword of Servant Leadership: Motivational Climates, Helping Behavior, and Financial Performance	11
The interplay of career involvement and goal conflicts: An eight‐wave study with STEM professionals	11
A Star Is Born or Not: Understanding the Star Emergence Gender Gap	11
Issue Information	11
Empowering or burdening? The short‐term benefits and costs of upward networking at work	11
Experimentation in the face of ambiguity: How mindful leaders develop emotional capabilities for change in teams	11
Does AI at Work Increase Stress? Text Mining Social Media About Human–AI Team Processes and AI Control	11
Issue Information	10
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Thought experiments: No argument here—We need more of them	10
Team Virtuality and Innovation: A Meta‐Analysis of the Moderating Role of Team Design	10
Appreciating social science research on gratitude: An integrative review for organizational scholarship on gratitude in the workplace	10
Issue Information	10
A Meta‐Analytic Review of the Within‐Person Relationship Between Affect and Job Performance	10
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Beyond Neurodiversity Lite: Improving the Robustness of Neurodiversity Employment Programs	9
Unveiling the nature of peer development groups: A systematic review, conceptual framework, and research pathways	9
To Be (Safe), or Not to Be (Safe)? A Daily Exploration of Why and When Gig Workers Stay Safe Under Customer Demands	9
Every Sherlock needs a Dr. Watson: A theory of creativity catalysts in organizations	9
A quasi‐experimental examination of knowledge‐sharing interventions enhancing service performance: The roles of time, occupational identity, and image	9
Mapping the Mistreatment Landscape: An Integrative Review and Reconciliation of Workplace Mistreatment Constructs	9
The benefits of inclusive organizational behavior: Why diversity climate improves mental health and retention among women during a crisis	9
Time and change: A meta‐analysis of temporal decisions in longitudinal studies	9
Issue Information	9
Investigating the curvilinear relationship between temporal leadership and team creativity: The moderation of knowledge complexity and the mediation of team creative process engagement	9
Previously endured distress reduces the quality of the compassion extended toward sufferers of workplace distress	9
How does work affect fathers' daily interaction with adolescents? An expanded self‐regulation perspective	9
Getting away “Scott” (but not Susan) free: The effects of safety‐specific abusive supervision and supervisor gender on follower attributions and safety outcomes	9
Designing Teams for the Future: How a “Permeable Organizational Design” Intervention Enables Environmental Prognostication to Promote Turning Points in Team Trajectories	9
Rise of the Dark Side: How Sleep Perception Triggers Dark Triad States at Work	9
Linking servant leadership to follower emotional exhaustion through impression management	8
Start with why: The transfer of work meaningfulness from leaders to followers and the role of dyadic tenure	8
Sick and working: Current challenges and emerging directions for future presenteeism research	8
Employee Gender, Family‐To‐Work Conflict Bias, and Supervisor Ostracism: A Social Exchange Perspective	8
In the Service of the Prince: A Meta‐Analytic Review of Machiavellian Leadership	8
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Achievement Goal–Directed Mechanism Connecting Conscientiousness to Inefficacy: Evidence From Resting‐State fMRI	8
Good and bad days at work: A descriptive review of day‐level and experience‐sampling studies	8
Flattering or embarrassing your boss? An integrated perspective on newcomers' ingratiation, supervisors' responses, and work outcomes	8
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Issue Information	8
Despite the haters: The immense promise and progress of diversity, equity, and inclusion initiatives	8
(In)justice Dynamics Around Maternity Leave: How Push and Pull Factors Intertwine to Create Career Disadvantages for Mothers	7
A psychometric investigation of harmonious and obsessive work passion	7
A new perspective on time pressure and creativity: Distinguishing employees' radical versus incremental creativity	7
Prosocial, Pro‐Self, or Combined? Three Types of Employee Voice and Supervisor Responses	7
Mind the Gap: An Integrative Review of the Causes of the Gender Pay Gap	7
Issue Information	7
Leader inclusiveness and team resilience capacity in multinational teams: The role of organizational diversity climate	7
How COVID‐19 can promote workplace cheating behavior via employee anxiety and self‐interest – And how prosocial messages may overcome this effect	7
Enhancing employees' duty orientation and moral potency: Dual mechanisms linking ethical psychological climate to ethically focused proactive behaviors	7
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Starting a Proactive Workday by Reattaching to Work: How Reattachment and Supervisor Support for Self‐Management Prompt Daily Proactivity	7
Rethinking Trait Theory	7
COVID‐19 and individual performance in global virtual teams: The role of self‐regulation and individual cultural value orientations	7
Work Engagement in Agile Teams: Extending Multilevel JD‐R Theory	7
It is Monday again: Weekend sleep differentially relates to the workweek via reattachment on Monday	6
The father's and the mother's intrinsic work motivation and their work‐to‐family conflict perceived by the adolescent: Dyadic and triadic analyses	6
Leader Role Transition: A Systematic Review and Agenda for Future Research	6
Helping after dark: Ambivalent leadership outcomes of helping followers after the workday	6
Issue Information	6
Catty, bitchy, queen bee or sister? A review of competition among women in organizations from a paradoxical‐coopetition perspective	6
Inclusion near and far: A qualitative investigation of inclusive organizational behavior across work modalities and social identities	6
We were all in it together: Managing work from home as dual‐earner households with school‐age children	6
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Evolution of professionals' careers upon graduation in STEM and occupational turnover over time: Patterns, diversity characteristics, career success, and self‐employment	6
Early family socioeconomic status and later leadership role occupancy: A multisource lifespan study	6
Avoiding Moral Divergence: A Self‐Verification Perspective on Why and When Team Ethical Conflict Inhibits Individual Ethical Voice	6
Wise Proactivity: Antecedents, Outcomes, and a Mechanism	6
Beyond the brink: STEM women and resourceful sensemaking after burnout	6
A shield against ageism: Self‐affirmation mitigates the negative effects of workplace age discrimination on well‐being and performance	6
Featured Cover	5
Top‐down and bottom‐up: Examining reciprocal relationships between leader humility and team helping behavior	5
Issue Information	5
The mixed blessing of work connectivity demands: Self‐regulatory focus as a moderator	5
[Re]thinking outside the box: A meta‐analysis of constraints and creative performance	5
Beyond the Organization: Implications of Geographic Flexibility for Workers	5
Awe‐inspiring advancements in AI: The impact of ChatGPT on the field of Organizational Behavior	5
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“It doesn't make sense to stick with old patterns”: How leaders adapt their behavior to foster inclusion in a disruptive context	5
Examining the Hindering Effects of Receiving Help on Internal Reporting of Unethical Behavior	5
Integrating behavior and organizational change literatures to uncover crucial psychological mechanisms underlying the adoption and maintenance of organizational change	5
Mind the misalignment: The moderating role of daily social sleep lag in employees' recovery processes	5
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Mindfulness and workplace safety: An integrative review	5
Double‐conscious professional self‐expression of racial minority scientists‐in‐training	5
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The role of resilience in navigating work stress and achieving daily work goals	4
You, Me, and the AI: The Role of Third‐Party Human Teammates for Trust Formation Toward AI Teammates	4
“I Just Need to Say Something”: A Self‐Determination Model of Voice	4
Issue Information	4
A matter of timing? A systematic review of work scheduling dynamics in work recovery research and applications	4
A multimethod investigation of the interpersonal effects of leader perfectionism and anger expression on employee psychological safety and creativity	4
Issue Information	4
When leaders are forced to stay: The indirect effects of leaders' reluctant staying on subordinates' performance	4
The more the merrier or too many cooks spoil the pot? A meta‐analytic examination of team size and team effectiveness	4
Combinations of approach and avoidance crafting matter: Linking job crafting profiles with proactive personality, autonomy, work engagement, and performance	4
Money or Charity: Is It Irrelevant What Employees Strive for as Long as They Fit the Organization's Values?	4
Issue Information	4
Gain or Pain: The Double‐Edged Sword Effect of Artificial Intelligence Adoption on Employee Service Performance	4
Striving for the self: A self‐regulation model of positive identity maintenance in platform‐based gig drivers	4
Issue Information	4
Task interdependence and the gender wage gap: The role of the gender composition of an occupation	4
Issue Information	4
Trouble with big brother: Counterproductive consequences of electronic monitoring through the erosion of leader‐member social exchange	4
Perceived legitimacies of health‐related and motivational presenteeism and absenteeism: Development and validation of the Workplace Attendance Behavior Legitimacy Scale	4
Leader humility and team innovation: The role of team reflexivity and team proactive personality	4
Prototypical leaders reinforce efficacy beliefs: How and when leader–leader exchange relates to team effectiveness	4
Silence of Observers of Unethical Pro‐Organizational Behavior—Role of Consensus Estimation	4