Search Results - "Quigley, Narda R."

A Multilevel Investigation of the Motivational Mechanisms Underlying Knowledge Sharing and Performance by Quigley, Narda R, Tesluk, Paul E, Locke, Edwin A, Bartol, Kathryn M

“…This study draws on three different, yet complementary, theories of motivation, which we combine in an interactive manner, to explain the mechanisms that…”
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The effects of skin tone, height, and gender on earnings by Devaraj, Srikant, Quigley, Narda R, Patel, Pankaj C

“…Using a theoretical approach grounded in implicit bias and stereotyping theories, this study examines the relationship between observable physical…”
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RESPONSIBLE LEADERSHIP AND STAKEHOLDER MANAGEMENT: INFLUENCE PATHWAYS AND ORGANIZATIONAL OUTCOMES by DOH, JONATHAN P., QUIGLEY, NARDA R.

“…The construct of responsible leadership has gained considerable traction in contemporary management scholarship. Yet defining and operationalizing how…”
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Can Supportive Coaching Behaviors Facilitate Boundary Spanning and Raise Job Satisfaction? An Indirect-Effects Model by Marrone, Jennifer A., Quigley, Narda R., Prussia, Gregory E., Dienhart, John

“…As organizations encounter unpredictable external environments, expectations are changing for managers and team leaders toward providing more facilitative,…”
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Reexamining the gender gap in microlending funding decisions: the role of borrower culture by Quigley, Narda R., Patel, Pankaj C.

“…Drawing on gender role theory and the extant research on gender and financing, we investigate the extent to which gender of the borrower and the gender…”
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Re-examining the functional diversity–performance relationship: The roles of behavioral integration, team cohesion, and team learning by Tekleab, Amanuel G., Karaca, Ayse, Quigley, Narda R., Tsang, Eric W.K.

“…The role of cross-functional teams has been a topic of discussion for years. This study develops a theoretical model that extends prior research by exploring…”
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Team deep-level diversity, relationship conflict, and team members' affective reactions: A cross-level investigation by Tekleab, Amanuel G., Quigley, Narda R.

“…Drawing from recent advances in the study of deep-level diversity in work teams and the similarity–attraction paradigm, this study examines the ways in which…”
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50 Years of Sports Teams in Work Teams Research: Missed Opportunities and New Directions for Studying Team Processes by Quigley, Narda R., Gardner, Sharyn D., Drone, Addison

“…For the last 50 years, sports team samples have played a significant role in mainstream management literature. Prior research has analyzed different kinds of…”
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Reconceptualizing Leadership From a Neurodiverse Perspective by Roberson, Quinetta, Quigley, Narda R., Vickers, Kamil, Bruck, Isabella

“…While scholarship has increased on the topic of neurodiversity in organizations, which refers to individuals with pervasive developmental disorders in the…”
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Exploring the evolution of supporter networks in the creation of new organizations by Newbert, Scott L., Tornikoski, Erno T., Quigley, Narda R.

“…Networks are important to entrepreneurial success. However, most research in this area to date has merely addressed the what; namely, what types of networks…”
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The motivational drivers underlying for-profit venture creation: Comparing social and commercial entrepreneurs by Clark, Kevin D, Newbert, Scott L, Quigley, Narda R

“…Despite the increase in scholarship on social entrepreneurship over the years, there is a lack of large-scale empirical research from which generalizations…”
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A Longitudinal Study of Team Conflict, Conflict Management, Cohesion, and Team Effectiveness by Tekleab, Amanuel G., Quigley, Narda R., Tesluk, Paul E.

“…This study examines the relationships among team conflict, conflict management, cohesion, and team effectiveness. Data are collected longitudinally from 53…”
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A Longitudinal, Multilevel Study of Leadership Efficacy Development in MBA Teams by QUIGLEY, NARDA R.

“…Simulations in which MBA students can practice decision-making and leadership skills in team contexts are commonplace in modern business schools. This…”
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Differentiated career ecosystems: Toward understanding underrepresentation and ameliorating disparities in STEM by Quigley, Narda R., Broussard, Kristin A., Boyer, Teresa M., Fishman, Seth Matthew, Comolli, Noelle K., Grannas, Amanda M., Smith, Adam R., Nance, Teresa A., Svenson, Elizabeth M., Vickers, Kamil

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CSR and sustainability in emerging markets: Societal, institutional, and organizational influences by Doh, Jonathan P., Littell, Benjamin, Quigley, Narda R.

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Team Performance Archetypes: Toward a New Conceptualization of Team Performance Over Time by Quigley, Narda R., Collins, Catherine G., Gibson, Cristina B., Parker, Sharon K.

“…We examine the concept of team performance and propose a framework to understand patterns of change over time. Following a literature review on team…”
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The Influence of Decision Frames and Vision Priming on Decision Outcomes in Work Groups: Motivating Stakeholder Considerations by Clark, Kevin D., Quigley, Narda R., Stumpf, Stephen A.

“…Organizational leaders are increasingly emphasizing a stakeholder perspective in order to address concerns about business ethics. This study examined the…”
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Insights from Project GLOBE: Extending global advertising research through a contemporary framework by House, Robert J., Quigley, Narda R., de Luque, Mary Sully

“…Numerous calls have been made for further application of the Project GLOBE cultural framework (cf. House et al . 2004) in the global advertising literature…”
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Comparing Consensus- and Aggregation-Based Methods of Measuring Team-Level Variables: The Role of Relationship Conflict and Conflict Management Processes by Quigley, Narda R., Tekleab, Amanuel G., Tesluk, Paul E.

“…Using data collected from 53 student teams, the authors examine the relationships between team cohesion as measured through aggregation of individual team…”
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Toward an integrated model of intrinsic motivation and career self-management by Quigley, Narda R., Tymon, Walter G.

“…Purpose - The purpose of this paper is to develop an integrative process model that explains the mechanisms through which intrinsic motivation can influence…”
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