Most cited
This page lists all time most cited articles for this title. Please use the publication date filters on the left if you would like to restrict this list to recently published content, for example to articles published in the last three years. The number of times each article was cited is displayed to the right of its title and can be clicked to access a list of all titles this article has been cited by.
- Cited by 33
Leadership theories and the concept of work engagement: Creating a conceptual framework for management implications and research
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- Published online by Cambridge University Press:
- 14 January 2015, pp. 125-144
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- Cited by 33
Applying a Darwinian model to the dynamic capabilities view: Insights and issues1
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- Published online by Cambridge University Press:
- 07 August 2014, pp. 250-263
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- Cited by 32
Paternalistic leadership, subordinate perceived leader–member exchange and organizational citizenship behavior
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- Published online by Cambridge University Press:
- 06 February 2015, pp. 291-306
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- Cited by 32
Corporate social responsibility and sustainability education: A trans-Atlantic comparison
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- 02 February 2015, pp. 583-603
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- Cited by 32
The impact of negative mood on team performance
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- 02 February 2015, pp. 131-145
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- Cited by 32
Cultivating organizational compassion in healthcare
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- 10 July 2019, pp. 340-354
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- Cited by 31
Integration of sustainable development in higher education's curricula of applied economics: Large-scale assessments, integration strategies and barriers
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- 02 February 2015, pp. 621-640
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- Cited by 31
When empowering leadership fosters creative performance: The role of problem-solving demands and creative personality
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- 09 September 2016, pp. 4-18
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- Cited by 31
Evaluating the impact of corporate social responsibility programs on consumers
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- 02 February 2015, pp. 97-109
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- Cited by 31
Effectiveness of mission statements in organizations – A review
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- 02 February 2015, pp. 430-444
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- Cited by 31
Work flexibility as a mediator of the relationship between work–family conflict and intention to quit
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- 02 February 2015, pp. 411-424
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- Cited by 31
Employees’ self-determined motivation, transformational leadership and work engagement
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- 17 January 2019, pp. 523-543
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- Cited by 31
Board Structure and Firm Performance: Evidence from Australia
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- 18 September 2015, pp. 14-24
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- Cited by 31
Negative relationships in the workplace: Associations with organisational commitment, cohesion, job satisfaction and intention to turnover
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- 02 February 2015, pp. 330-344
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- Cited by 30
Personal reputation and the organization
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- 14 January 2015, pp. 217-236
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- Cited by 30
Leadership learning through lived experience: A process of apprenticeship?
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- 02 February 2015, pp. 4-22
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- Cited by 30
Transformational leadership in Pakistan: An examination of the relationship of transformational leadership to organizational culture and innovation propensity
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- 02 February 2015, pp. 461-480
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- Cited by 30
How ambidextrous organizational culture affects job performance: A multilevel study of the mediating effect of psychological capital
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- 18 September 2017, pp. 860-875
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- Cited by 30
A study of CEO power, pay structure, and firm performance
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- 16 January 2014, pp. 424-453
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- Cited by 29
Corporate social responsibility in management education: Current status in Spanish universities
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- 02 February 2015, pp. 604-620
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