Organization Development and Change ODC

1.      Editorial: The human infrastructure of organizations: leadership, trust, and engagement as foundations of effectiveness || Open Access || Open the PDF || Robert M. Yawson; Vance Johnson Lewis

2.      Leadership style and follower perceptions: evaluations of command within a military training context || Open Access. Elissa M. Hack; Christopher P. Kelley; Shane Soboroff || Abstract || Open the PDF

3.      Work that matters: knowledge worker employee engagement – insights for leaders and organizations || Open Access || Jennifer R. Hart; Elizabeth Fisher Turesky || Abstract || Open the PDF

4.      Treating firm size as an exogenous variable: a viable explanation for mixed EO-performance research findings || Open Access || Gang Fan; Mengge Li; Derrick D'souza || Abstract || Open the PDF

5.      Criteria for selecting and reporting mediation effects sizes || Open Access || Misty A. Sabol; Bradley G. Winton; Amanda E. Legate || Abstract || Open the PDF

6.      How organizational learning mediates the nexus between international human resource management and multinational corporation performance || Open Access || Lukman Adams Jimoh; Emmanuel Olaniyi Dunmade || Abstract || Open the PDF

7.      The impact of coworker justice on interpersonal behavior: do different types of trust make a difference? || Open Access || Jae Young Choi; So Young Choi; Natalie Shin; Jonghak Sun || Abstract || Open the PDF

8.      Embodied leadership in organizations: an integrative conceptual review || Open Access || Kenneth Michael Sweet; Celia Szelwach; Kassim M. Tarhini; Peter E. Vermeer || Abstract || Open the PDF

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Robert Yawson, PhD
Professor of Management & William S. Perlroth Endowed Professorship in Business
School of Business
Quinnipiac University
Hamden CT
(203) 582-5023
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