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We argue that when \u003Cjats:styled-content style=\"fixed-case\">TMT\u003C\u002Fjats:styled-content> members care for each other's inner needs, a generative psychological space (which allows members to experience positivity and produce enduring transformative outcomes) is nurtured. This generative psychological space, in turn, helps to build a capacity to respond proactively to the external environment and adapt well to environmental jolts. The results lend support to our hypothesized model in which caring among \u003Cjats:styled-content style=\"fixed-case\">TMT\u003C\u002Fjats:styled-content> members nurtures generativity, which in turn enhances strategic adaptability. In so doing, we aim to further cultivate discussion on the micro‐foundations of strategic management in general and increase interest in the micro‐relational foundations of strategic capabilities in particular.\u003C\u002Fjats:p>\u003C\u002Fjats:sec>\u003Cjats:sec>\u003Cjats:title>Practitioner points\u003C\u002Fjats:title>\u003Cjats:p>\n\u003Cjats:list list-type=\"bullet\">\n\n\u003Cjats:list-item>\u003Cjats:p>Strategic adaptability is crucial for a firm's viability, but top management teams (\u003Cjats:styled-content style=\"fixed-case\">TMTs\u003C\u002Fjats:styled-content>) struggle to navigate and adapt successfully in ever‐changing environments.\u003C\u002Fjats:p>\u003C\u002Fjats:list-item>\n\n\u003Cjats:list-item>\u003Cjats:p>Caring defines those relationships in which TMT members show genuine interest in and concern for each other's needs, and can be a conducive force for building strategic capabilities, such as the capacity to adapt to environmental jolts.\u003C\u002Fjats:p>\u003C\u002Fjats:list-item>\n\n\u003Cjats:list-item>\u003Cjats:p>Work relationships among members are powerful; thus, organizations should devote efforts to finding ways to go beyond instrumental‐driven connections to cultivate more humanistic‐driven connections where the inner needs of each member are considered, and to shaping a generative psychological space that helps to enhance adaptability and nurture growth.\u003C\u002Fjats:p>\u003C\u002Fjats:list-item>\n\n\u003Cjats:list-item>\u003Cjats:p>A focus on micro‐relational mechanisms in a \u003Cjats:styled-content style=\"fixed-case\">TMT\u003C\u002Fjats:styled-content> is important for organizations, because the \u003Cjats:styled-content style=\"fixed-case\">TMT\u003C\u002Fjats:styled-content> plays a fundamental role in building strategic capabilities and helping organizations to thrive in the marketplace.\u003C\u002Fjats:p>\u003C\u002Fjats:list-item>\n\u003C\u002Fjats:list>\n\u003C\u002Fjats:p>\u003C\u002Fjats:sec>",{"EN":109},"The power of caring and generativity in building strategic adaptability",{"VOID":111},"10.1111\u002Fjoop.12106","PUBLICATION","VERIFIED","Auto Verify",[116],"EN","https:\u002F\u002Fbpspsychub.onlinelibrary.wiley.com\u002Fdoi\u002F10.1111\u002Fjoop.12106",[119,138,156],{"id":120,"sortIndex":25,"researcher":24,"roles":121,"affiliations":122,"properties":131},"b0e03d1b-216a-4d1f-887c-b5fa440c6b76",[],[123],{"id":124,"sortIndex":25,"affiliation":125,"properties":24},"7e474ab3-0980-4464-80bb-31bdcf3669c4",{"id":124,"createTime":24,"updateTime":24,"relativeEntities":126,"slug":24,"properties":127,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":130,"statistic":24},[],{"title":128},{"VI":129},"Tel Aviv University, Israel",[],{"orcid":132,"title":134,"openalex":136},{"VOID":133},"https:\u002F\u002Forcid.org\u002F0000-0002-1968-8998",{"EN":135},"Abraham Carmeli",{"VOID":137},"A5064596683",{"id":139,"sortIndex":140,"researcher":24,"roles":141,"affiliations":142,"properties":151},"9599757a-2ae5-40af-9886-5c9e7555701f",1,[],[143],{"id":144,"sortIndex":25,"affiliation":145,"properties":24},"ad639313-a63d-4347-913a-7f90c57bb2ca",{"id":144,"createTime":24,"updateTime":24,"relativeEntities":146,"slug":24,"properties":147,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":150,"statistic":24},[],{"title":148},{"VI":149},"Sam Houston State University, Huntsville, Texas, USA",[],{"title":152,"openalex":154},{"EN":153},"Carla D. 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A., 1998, Handbook of social psychology, 233",{},{"id":24,"text":480,"url":24,"identifiers":481},"10.1177\u002F1056492602250518",{"doi":480},{"id":24,"text":483,"url":24,"identifiers":484},"10.1002\u002F(SICI)1097‐0266(199905)20:5\u003C445::AID‐SMJ27>3.0.CO;2‐V",{"doi":483},{"id":24,"text":486,"url":24,"identifiers":487},"10.1111\u002Fj.2044‐8325.2010.02012.x",{"doi":486},{"id":24,"text":489,"url":24,"identifiers":490},"10.1348\u002F096317908X324387",{"doi":489},{"id":24,"text":492,"url":24,"identifiers":493},"10.5465\u002Famr.2010.0466",{"doi":492},{"id":24,"text":495,"url":24,"identifiers":496},"10.1002\u002Fsmj.259",{"doi":495},{"id":24,"text":498,"url":24,"identifiers":499},"10.2307\u002F259395",{"doi":498},{"id":24,"text":501,"url":24,"identifiers":502},"10.5465\u002Famj.2005.18803923",{"doi":501},{"id":24,"text":504,"url":24,"identifiers":505},"10.1002\u002Fjob.508",{"doi":504},{"id":24,"text":507,"url":24,"identifiers":508},"10.5465\u002Famj.2008.32626023",{"doi":507},{"id":24,"text":510,"url":24,"identifiers":511},"10.1111\u002Fj.1467‐6486.2012.01087.x",{"doi":510},{"id":24,"text":513,"url":24,"identifiers":514},"10.1177\u002F0149206306290712",{"doi":513},{"id":24,"text":516,"url":24,"identifiers":517},"10.1016\u002FS0148‐2963(97)00233‐6",{"doi":516},{"id":24,"text":519,"url":24,"identifiers":520},"Mahoney J. T., 2005, Economic foundations of strategy, 10.4135\u002F9781452229850",{"doi":521},"10.4135\u002F9781452229850",{"id":24,"text":523,"url":24,"identifiers":524},"10.2307\u002F2393720",{"doi":523},{"id":24,"text":526,"url":24,"identifiers":527},"10.2307\u002F258792",{"doi":526},{"id":24,"text":529,"url":24,"identifiers":530},"10.1037\u002F0022‐3514.62.6.1003",{"doi":529},{"id":24,"text":532,"url":24,"identifiers":533},"10.1037\u002F10622-002",{"doi":532},{"id":24,"text":535,"url":24,"identifiers":536},"10.2307\u002F3069320",{"doi":535},{"id":24,"text":538,"url":24,"identifiers":539},"10.2307\u002F1251340",{"doi":538},{"id":24,"text":541,"url":24,"identifiers":542},"10.2307\u002F256471",{"doi":541},{"id":24,"text":544,"url":24,"identifiers":545},"Miles R. E., 1994, Fit, failure and the hall of fame: How companies succeed or fail",{},{"id":24,"text":547,"url":24,"identifiers":548},"Millman J., 1991, Organizational life cycles and strategic international human resource management in multinational companies: Implications for congruence theory, Academy of Management Review, 16, 318, 10.2307\u002F258864",{"doi":549},"10.2307\u002F258864",{"id":24,"text":551,"url":24,"identifiers":552},"10.5465\u002FAPBPP.2001.6123195",{"doi":551},{"id":24,"text":554,"url":24,"identifiers":555},"Noddings N., 1984, Caring: A feminine approach to ethics and moral education",{},{"id":24,"text":557,"url":24,"identifiers":558},"10.1002\u002Fsmj.4250130911",{"doi":557},{"id":24,"text":560,"url":24,"identifiers":561},"10.1037\u002F0021‐9010.88.5.879",{"doi":560},{"id":24,"text":563,"url":24,"identifiers":564},"10.1002\u002Fsmj.4250130204",{"doi":563},{"id":24,"text":566,"url":24,"identifiers":567},"10.3758\u002FBF03206553",{"doi":566},{"id":24,"text":569,"url":24,"identifiers":570},"Ragins B. R., 2007, Exploring positive relationships at work: Building a theoretical and research foundation, 1",{},{"id":24,"text":572,"url":24,"identifiers":573},"Rinpoche S., 1992, The Tibetan book of living and dying",{},{"id":24,"text":575,"url":24,"identifiers":576},"10.1177\u002F1094428106294693",{"doi":575},{"id":24,"text":578,"url":24,"identifiers":579},"10.1177\u002F0149206310372414",{"doi":578},{"id":24,"text":581,"url":24,"identifiers":582},"10.5465\u002Famr.2012.0124",{"doi":581},{"id":24,"text":584,"url":24,"identifiers":585},"10.1177\u002F0018726704047140",{"doi":584},{"id":24,"text":587,"url":24,"identifiers":588},"10.2307\u002F3069418",{"doi":587},{"id":24,"text":590,"url":24,"identifiers":591},"10.2307\u002F256987",{"doi":590},{"id":24,"text":593,"url":24,"identifiers":594},"10.2307\u002F2393297",{"doi":593},{"id":24,"text":596,"url":24,"identifiers":597},"10.1016\u002FS1529‐2096(01)03023‐1",{"doi":596},{"id":24,"text":599,"url":24,"identifiers":600},"Stephens J. P., 2011, The Oxford handbook of positive organizational scholarship, 385",{},{"id":24,"text":602,"url":24,"identifiers":603},"Stewart A. J., 1988, Psychobiography and life narratives, 47",{},{"id":24,"text":605,"url":24,"identifiers":606},"Sutcliffe K. M., 2003, Positive organizational scholarship: Foundations of a new discipline, 94",{},{"id":24,"text":608,"url":24,"identifiers":609},"Tedlow R. S.(2005 December 12).The education of Andy Grove. Retrieved fromhttp:\u002F\u002Fmoney.cnn.com\u002Fmagazines\u002Ffortune\u002Ffortune_archive\u002F2005\u002F12\u002F12\u002F8363124\u002Findex.htm",{},{"id":24,"text":611,"url":24,"identifiers":612},"10.1093\u002F0198295421.001.0001",{"doi":611},{"id":24,"text":614,"url":24,"identifiers":615},"10.1016\u002Fj.indmarman.2003.10.010",{"doi":614},{"id":24,"text":617,"url":24,"identifiers":618},"10.2307\u002F2392832",{"doi":617},{"id":24,"text":620,"url":24,"identifiers":621},"10.2307\u002F256902",{"doi":620},{"id":24,"text":623,"url":24,"identifiers":624},"10.1037\u002Fa0018241",{"doi":623},{"id":24,"text":626,"url":24,"identifiers":627},"10.2307\u002F41165947",{"doi":626},{"id":24,"text":629,"url":24,"identifiers":630},"10.5465\u002FAMJ.2010.51468968",{"doi":629},{"id":24,"text":632,"url":24,"identifiers":633},"10.2307\u002F2392987",{"doi":632},{"id":24,"text":635,"url":24,"identifiers":636},"10.1002\u002F(SICI)1099‐1379(199709)",{"doi":635},{"id":24,"text":638,"url":24,"identifiers":639},"10.1002\u002Fsmj.4250140702",{"doi":638},{"id":24,"text":641,"url":24,"identifiers":642},"Winnicott D. W., 1965, The maturational processes and the facilitating environment",{},{"id":24,"text":644,"url":24,"identifiers":645},"Wrzesniewski A. &Dutton J.E.(2004).Cleaning and caring: On cultivating humanity at work. Unpublished manuscript University of Michigan.",{},{"id":24,"text":647,"url":24,"identifiers":648},"10.1080\u002F10400419.2010.503538",{"doi":647},{"id":24,"text":650,"url":24,"identifiers":651},"10.1037\u002Fa0021429",{"doi":650},{"id":24,"text":653,"url":24,"identifiers":654},"10.1111\u002Fj.1467‐6486.2006.00616.x",{"doi":653},{"id":24,"text":656,"url":24,"identifiers":657},"10.1002\u002F(SICI)1097‐0266(200004)",{"doi":656},false,{"id":660,"createTime":661,"updateTime":662,"relativeEntities":663,"slug":664,"properties":665,"entityType":112,"verifyStatus":113,"verifyTime":661,"verifyNote":114,"languages":680,"translateLanguages":681,"viewCount":25,"primaryUrl":683,"fullTextUrl":24,"authors":684,"publicationType":176,"publisherRelationship":736,"citationCount":786,"citationInfo":787,"publishDate":802,"publishYear":788,"citationAnalyzeStatus":23,"lastCitationAnalyze":24,"indexDatabases":803,"openAccess":24,"references":804,"isForceReanalyzing":658},"21869389-2ebe-44bd-acdf-d62cea2b8535","2024-10-14T21:09:57.486+00:00","2024-12-26T00:03:13.351+00:00",[],"Re-examining-the-components-of-transformational-and-transactional-leadership-using-the-Multifactor-Leadership",{"openalex":666,"mag":668,"abstract":670,"title":673,"keywords":676,"doi":678},{"VOID":667},"W2039151696",{"VOID":669},"2039151696",{"EN":671,"VI":672},"\u003Cjats:p>A total of 3786 respondents in 14 independent samples, ranging in size from 45 to 549 in US and foreign firms and agencies, completed the latest version of the Multifactor Leadership Questionnaire (MLQ Form 5X), each describing their respective leader. Based on prior literature, nine models representing different factor structures were compared to determine the best fit for the MLQ survey. The models were tested in an original set of nine samples, and then in a second replication set comprised of five samples. Results indicated the factor structure for the MLQ survey was best represented by six lower order factors and three correlated higher‐order factors.\u003C\u002Fjats:p>","\u003Cjats:p>Tổng cộng có 3786 người tham gia trong 14 mẫu độc lập, với quy mô từ 45 đến 549 trong các công ty và cơ quan ở Mỹ và nước ngoài, đã hoàn thành phiên bản mới nhất của Bảng câu hỏi Lãnh đạo Đa nhân tố (MLQ Form 5X), mỗi người mô tả người lãnh đạo tương ứng của mình. Dựa trên tài liệu trước đó, chín mô hình đại diện cho các cấu trúc yếu tố khác nhau đã được so sánh để xác định mô hình phù hợp nhất cho khảo sát MLQ. Các mô hình đã được kiểm tra trong một bộ mẫu ban đầu gồm chín mẫu, sau đó là một bộ tái lập thứ hai gồm năm mẫu. Kết quả chỉ ra rằng cấu trúc yếu tố cho khảo sát MLQ được đại diện tốt nhất bởi sáu yếu tố thứ cấp và ba yếu tố bậc cao có liên quan.\u003C\u002Fjats:p>",{"EN":674,"VI":675},"Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership","Nghiên cứu lại các thành phần của lãnh đạo chuyển đổi và giao dịch sử dụng Bảng câu hỏi Lãnh đạo Đa nhân tố",{"VI":677},"Lãnh đạo chuyển đổi, Lãnh đạo giao dịch, Bảng câu hỏi Lãnh đạo Đa nhân tố, MLQ, Cấu trúc yếu tố, Mẫu độc lập, Phân tích bậc cao",{"VOID":679},"10.1348\u002F096317999166789",[116],[682],"VI","https:\u002F\u002Fbpspsychub.onlinelibrary.wiley.com\u002Fdoi\u002F10.1348\u002F096317999166789",[685,704,719],{"id":686,"sortIndex":25,"researcher":24,"roles":687,"affiliations":688,"properties":697},"88c411f9-9eec-4be4-bf6a-61106fc72ca7",[],[689],{"id":690,"sortIndex":25,"affiliation":691,"properties":24},"f3b16911-4a4d-48ce-8e8c-c9e4ffd94cac",{"id":690,"createTime":24,"updateTime":24,"relativeEntities":692,"slug":24,"properties":693,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":696,"statistic":24},[],{"title":694},{"EN":695},"Center for Leadership Studies, School of Management, Binghamton University, USA",[],{"orcid":698,"title":700,"openalex":702},{"VOID":699},"https:\u002F\u002Forcid.org\u002F0000-0001-7334-5630",{"EN":701},"Bruce J. Avolio",{"VOID":703},"A5016949551",{"id":705,"sortIndex":140,"researcher":24,"roles":706,"affiliations":707,"properties":714},"a5b62b5a-140f-49c3-9f17-32b94e066cb3",[],[708],{"id":690,"sortIndex":25,"affiliation":709,"properties":24},{"id":690,"createTime":24,"updateTime":24,"relativeEntities":710,"slug":24,"properties":711,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":713,"statistic":24},[],{"title":712},{"EN":695},[],{"title":715,"openalex":717},{"EN":716},"Bernard M. Bass",{"VOID":718},"A5078066738",{"id":720,"sortIndex":158,"researcher":24,"roles":721,"affiliations":722,"properties":731},"036b1684-9ed1-4b92-9c9b-45a02523ae56",[],[723],{"id":724,"sortIndex":25,"affiliation":725,"properties":24},"03faf63f-3947-4c54-b42c-ac41f6e39534",{"id":724,"createTime":24,"updateTime":24,"relativeEntities":726,"slug":24,"properties":727,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":730,"statistic":24},[],{"title":728},{"EN":729},"Department of Management, College of Business Administration, San Diego State University, USA",[],{"title":732,"openalex":734},{"EN":733},"Dong I. Jung",{"VOID":735},"A5017300926",{"url":24,"publisher":737,"properties":779},{"id":6,"createTime":7,"updateTime":8,"relativeEntities":738,"slug":10,"properties":739,"entityType":22,"verifyStatus":23,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":25,"subjectFields":744,"manageAffiliations":753,"indexDatabases":764,"url":91,"thumbnailPath":24,"statistic":24,"gsStatistic":24,"type":24,"analyzePriority":24},[],{"country":740,"eissn":741,"issn":742,"title":743},{"VOID":13},{"VOID":15},{"VOID":17},{"EN":19},[745,749],{"id":28,"createTime":24,"updateTime":24,"relativeEntities":746,"label":747,"description":748,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":31},{},{"id":34,"createTime":24,"updateTime":24,"relativeEntities":750,"label":751,"description":752,"parentId":24,"standard":24,"scholarHubFieldId":24},[],{"EN":37},{},[754,759],{"id":41,"createTime":24,"updateTime":24,"relativeEntities":755,"slug":24,"properties":756,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":758,"statistic":24},[],{"title":757},{"EN":45},[],{"id":48,"createTime":24,"updateTime":24,"relativeEntities":760,"slug":24,"properties":761,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":763,"statistic":24},[],{"title":762},{"EN":52},[],[765,772],{"id":56,"indexDatabase":766,"url":69,"indexYears":24,"academicFieldIds":771,"indexDatabaseRanking":24},{"id":58,"createTime":24,"updateTime":24,"relativeEntities":767,"label":768,"description":769,"key":65,"publicationTags":770,"standard":24},[],{"EN":61,"VI":61},{"EN":63,"VI":64},[67,68],[71,72],{"id":74,"indexDatabase":773,"url":85,"indexYears":86,"academicFieldIds":778,"indexDatabaseRanking":90},{"id":76,"createTime":24,"updateTime":24,"relativeEntities":774,"label":775,"description":776,"key":82,"publicationTags":777,"standard":24},[],{"EN":79,"VI":79},{"EN":79,"VI":81},[84],[88,89],{"issue":780,"pages":782,"volume":784},{"VOID":781},"4",{"VOID":783},"441-462",{"VOID":785},"72",2831,{"total":786,"publishYear":788,"statisticByYear":789},1999,{"2012":790,"2013":791,"2014":792,"2015":793,"2016":794,"2017":795,"2018":796,"2019":797,"2020":798,"2021":797,"2022":799,"2023":800,"2024":801},180,175,157,188,145,198,162,153,165,169,161,105,"1999-12-01",[67,90],[],{"id":806,"createTime":807,"updateTime":808,"relativeEntities":809,"slug":810,"properties":811,"entityType":112,"verifyStatus":113,"verifyTime":807,"verifyNote":114,"languages":826,"translateLanguages":827,"viewCount":25,"primaryUrl":828,"fullTextUrl":24,"authors":829,"publicationType":176,"publisherRelationship":920,"citationCount":969,"citationInfo":970,"publishDate":984,"publishYear":971,"citationAnalyzeStatus":23,"lastCitationAnalyze":24,"indexDatabases":985,"openAccess":24,"references":986,"isForceReanalyzing":658},"491f7dfb-85f0-4749-9c17-2bcfa31bc84c","2024-09-24T10:05:39.106+00:00","2024-12-24T07:16:56.489+00:00",[],"Capturing-autonomy-competence-and-relatedness-at-work-Construction-and-initial-validation-of-the-Work-related-Basic-Need-Satisfaction-scale",{"openalex":812,"mag":814,"abstract":816,"title":819,"keywords":822,"doi":824},{"VOID":813},"W2009114734",{"VOID":815},"2009114734",{"EN":817,"VI":818},"\u003Cjats:p>The satisfaction of the basic psychological needs for autonomy, competence, and relatedness, as defined in Self‐Determination Theory, has been identified as an important predictor of individuals' optimal functioning in various life domains. The study of work‐related need satisfaction seems, however, hampered by the lack of a validated measure. To assist future research, the present study aimed to develop and validate a Work‐related Basic Need Satisfaction scale (W‐BNS). Using four Dutch‐speaking samples, evidence was found for the three‐factor structure of the scale, the discriminant validity, and the reliability of the three need satisfaction subscales as well as their criterion‐related and predictive validity. The W‐BNS may therefore be considered as a promising tool for future research and practice.\u003C\u002Fjats:p>","\u003Cjats:p>Sự thỏa mãn các nhu cầu tâm lý cơ bản về tính tự định, năng lực và mối quan hệ, như được định nghĩa trong Thuyết Định hướng Tự chủ (Self‐Determination Theory), đã được xác định là một yếu tố dự báo quan trọng cho sự hoạt động tối ưu của cá nhân trong các lĩnh vực cuộc sống khác nhau. Tuy nhiên, việc nghiên cứu sự thỏa mãn nhu cầu liên quan đến công việc dường như gặp trở ngại bởi thiếu một thước đo được chuẩn hóa. Nhằm hỗ trợ các nghiên cứu tương lai, nghiên cứu này đã đặt ra mục tiêu phát triển và xác thực Thang đo Sự hài lòng Nhu cầu Cơ bản liên quan đến Công việc (W‐BNS). Qua bốn mẫu nói tiếng Hà Lan, bằng chứng đã được tìm thấy cho cấu trúc ba yếu tố của thang đo, giá trị phân biệt và độ tin cậy của ba thang đo phụ thuộc sự thỏa mãn nhu cầu cũng như độ giá trị phù hợp và giá trị dự đoán của chúng. W‐BNS do đó có thể được coi là một công cụ hứa hẹn cho các nghiên cứu và thực hành trong tương lai.\u003C\u002Fjats:p>",{"EN":820,"VI":821},"Capturing autonomy, competence, and relatedness at work: Construction and initial validation of the Work‐related Basic Need Satisfaction scale","Đánh giá tính tự định, năng lực và sự liên quan trong công việc: Xây dựng và bước đầu xác thực Thang đo Sự hài lòng Nhu cầu Cơ bản liên quan đến Công việc.",{"VI":823},"Tự định hướng, năng lực, mối quan hệ, nhu cầu cơ bản, Thuyết Định hướng Tự chủ, sự hài lòng, công việc, thang đo, xác thực, nghiên 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On the basis of social network theory, the present study investigated whether the structure and composition of job seekers' social network determined their networking behaviour and moderated its relationship with job search and employment outcomes. The data were collected in a large, representative sample of 1,177 unemployed Flemish job seekers, using a two‐wave longitudinal design. Job seekers with a larger social network and with stronger ties in their network spent more time networking, beyond individual differences in extraversion and conscientiousness. Networking explained incremental variance in job offers beyond job seekers' use of print advertising, the internet, and public employment services, but not in employment outcomes. 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Participants consisted of 207 employees from a variety of organizations who completed a job satisfaction survey containing the Job Descriptive Index (JDI) as well as a single‐item which also measured each of five JDI facets. Results indicated that the single‐item facet measure was significantly correlated with each of the JDI facets (correlations ranged from .60 to .72). Results also indicated that the single‐item approach compared favourably to the JDI and in some cases accounted for incremental variance in self‐reported job performance and intentions to turnover. Implications include the notions that single‐item measures may be easier and take less time to complete, may be less expensive, may contain more face validity, and may be more flexible than multiple‐item scales measuring facet satisfaction.\u003C\u002Fjats:p>",{"EN":1531},"Using a single‐item approach to measure facet job satisfaction",{"VOID":1533},"10.1348\u002F096317902167658",[116],"https:\u002F\u002Fbpspsychub.onlinelibrary.wiley.com\u002Fdoi\u002F10.1348\u002F096317902167658",[1537],{"id":1538,"sortIndex":25,"researcher":24,"roles":1539,"affiliations":1540,"properties":1549},"f1bca3ca-bbbd-45ec-a893-74d6251af982",[],[1541],{"id":1542,"sortIndex":25,"affiliation":1543,"properties":24},"c0f56b42-6e25-4315-8a70-4913366b51e0",{"id":1542,"createTime":24,"updateTime":24,"relativeEntities":1544,"slug":24,"properties":1545,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":1548,"statistic":24},[],{"title":1546},{"VI":1547},"Radford University, Radford Virginia, USA",[],{"orcid":1550,"title":1552,"openalex":1554},{"VOID":1551},"https:\u002F\u002Forcid.org\u002F0000-0002-1416-3893",{"EN":1553},"Mark S. 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Paper presented at the Society for Industrial and Organizational Psychology Annual Conference San Diego.",{},{"id":24,"text":2564,"url":24,"identifiers":2565},"10.1037\u002F0022‐3514.55.6.928",{"doi":2564},{"id":24,"text":2567,"url":24,"identifiers":2568},"10.1016\u002FS1048-9843(98)90028-5",{"doi":2567},{"id":24,"text":2570,"url":24,"identifiers":2571},"10.1111\u002Fj.1467‐9221.2006.00524.x",{"doi":2570},{"id":24,"text":2573,"url":24,"identifiers":2574},"Simpson J., 2008, The politics of leadership",{},{"id":24,"text":2576,"url":24,"identifiers":2577},"10.1037\u002F0022‐3514.60.3.439",{"doi":2576},{"id":24,"text":2579,"url":24,"identifiers":2580},"Tabachnick B. G., 2001, Using multivariate statistics",{},{"id":24,"text":2582,"url":24,"identifiers":2583},"10.1207\u002FS15327043HUP1303_1",{"doi":2582},{"id":24,"text":2585,"url":24,"identifiers":2586},"10.3200\u002FSOCP.149.3.279‐304",{"doi":2585},{"id":24,"text":2588,"url":24,"identifiers":2589},"Treadway D. C., 2012, Politics in organizations: Theory and research considerations, 529",{},{"id":24,"text":2591,"url":24,"identifiers":2592},"10.1016\u002Fj.paid.2008.11.021",{"doi":2591},{"id":24,"text":2594,"url":24,"identifiers":2595},"10.1007\u002FBF02293557",{"doi":2594},{"id":24,"text":2597,"url":24,"identifiers":2598},"10.1002\u002Fsmi.965",{"doi":2597},{"id":24,"text":2600,"url":24,"identifiers":2601},"10.1037\u002F0022‐3514.52.1.196",{"doi":2600},{"id":24,"text":2603,"url":24,"identifiers":2604},"10.1016\u002FS1048-9843(98)90036-4",{"doi":2603},{"id":24,"text":2606,"url":24,"identifiers":2607},"Wisser C., 1997, Handbook of assessment and selection, 115",{},{"id":2609,"createTime":2610,"updateTime":2610,"relativeEntities":2611,"slug":2612,"properties":2613,"entityType":112,"verifyStatus":113,"verifyTime":2610,"verifyNote":114,"languages":2624,"translateLanguages":24,"viewCount":25,"primaryUrl":2625,"fullTextUrl":24,"authors":2626,"publicationType":176,"publisherRelationship":2646,"citationCount":979,"citationInfo":2695,"publishDate":2699,"publishYear":2696,"citationAnalyzeStatus":23,"lastCitationAnalyze":24,"indexDatabases":2700,"openAccess":24,"references":2701,"isForceReanalyzing":658},"78e9f5bf-5193-43e6-be1f-1b95960790e4","2024-10-03T12:52:15.666+00:00",[],"Coping-strategies-as-predictors-of-employee-distress-and-turnover-after-an-organizational-consolidation-A-longitudinal-analysis",{"openalex":2614,"mag":2616,"abstract":2618,"title":2620,"doi":2622},{"VOID":2615},"W2087985382",{"VOID":2617},"2087985382",{"EN":2619},"\u003Cjats:p>This study examined coping strategies and situational stressors as predictors of employee distress and turnover following an organizational consolidation. Six coping strategies were used: action planning, positive reinterpretation, acceptance, seeking emotional social support, intention to quit, and using alcohol or drugs. Two stressors, the extent to which a unit was affected by the consolidation and consolidation‐related stress, were used. Two indicators of distress, mental distress and somatic complaints, were measured at three time periods: three months prior to, shortly after, and six months after the consolidation. The coping strategies were assessed three months prior to and in response to the consolidation. Findings indicated that intention to quit and consolidation stress predicted mental distress while positive reinterpretation, use of alcohol or drugs and lower unit impact predicted somatic complaints shortly after the consolidation. Six months later, the main predictor of mental distress and somatic complaints was use of alcohol and drugs. Turnover was best predicted by a pre‐consolidation indicator of intent to quit and a post‐consolidation indicator of lack of acceptance of the consolidation.\u003C\u002Fjats:p>",{"EN":2621},"Coping strategies as predictors of employee distress and turnover after an organizational consolidation: A longitudinal analysis",{"VOID":2623},"10.1111\u002Fj.2044-8325.1998.tb00679.x",[116],"https:\u002F\u002Fbpspsychub.onlinelibrary.wiley.com\u002Fdoi\u002F10.1111\u002Fj.2044-8325.1998.tb00679.x",[2627],{"id":2628,"sortIndex":25,"researcher":24,"roles":2629,"affiliations":2630,"properties":2639},"b6c36ba8-be90-4595-b878-5e464d95b18a",[],[2631],{"id":2632,"sortIndex":25,"affiliation":2633,"properties":24},"3bef5dfd-42cd-46d7-af86-5e8fb2fb6d77",{"id":2632,"createTime":24,"updateTime":24,"relativeEntities":2634,"slug":24,"properties":2635,"entityType":24,"verifyStatus":24,"verifyTime":24,"verifyNote":24,"languages":24,"translateLanguages":24,"viewCount":24,"url":24,"parentIds":2638,"statistic":24},[],{"title":2636},{"EN":2637},"Human Resources Management Group, College of Business Administration, Northeastern University, Boston, MA 02115, USA",[],{"orcid":2640,"title":2642,"openalex":2644},{"VOID":2641},"https:\u002F\u002Forcid.org\u002F0000-0002-6093-7394",{"EN":2643},"Thomas M. 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