Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
  1. Home
  2. Journals
  3. Industrial and Organizational Psychology
  4. Most cited
Journal Home
Refine listing
Publication date:
Apply   From and To filters

Actions for selected content:

Select all | Deselect all
  • View selected items
  • Export citations
  • Download PDF (zip)
  • Save to Kindle
  • Save to Dropbox
  • Save to Google Drive

Save Search

You can save your searches here and later view and run them again in "My saved searches".

Please provide a title, maximum of 40 characters.
Cancel
×

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.

Contents

Page 54 of 63

  • Cited by 1
  • Cited by 1
  • Cited by 1
  • Cited by 1

  • Where Are the Women of Color in I-O Psychology?

  • Desmond W. Leung, Nicolette Rainone
  • Published online by Cambridge University Press:
    20 September 2018, pp. 433-439

  • We applaud the efforts of Gardner, Ryan, and Snoeyink (2018) in launching much-needed dialogue on gender representation within the field of industrial and organizational (I-O) psychology. We agree that it is imperative to address inequity in our profession, beginning with an informed assessment of accurate information. However, the focal article did not offer any information on the representation of a group that too often goes unnoticed: women of color.

  • Cited by 1
  • Cited by 1
  • Cited by 1
  • Cited by 1
  • Cited by 1
  • Cited by 1
  • Cited by 1
  • Cited by 1
  • Cited by 1

  • Integrating Technology Into Models of Response Behavior

  • Dev K. Dalal, Jason G. Randall
  • Published online by Cambridge University Press:
    22 November 2017, pp. 680-687

  • Morelli, Potosky, Arthur, and Tippins (2017) are correct in calling for more conceptual models explicitly linking technology to industrial-organizational (I-O) psychology. As these authors note, in the absence of models and theories of technology to guide the research and practice of I-O psychology, the field runs the risk of chasing the impacts of specific technological innovations and devices rather than guiding organizations on best practices regarding the use of technology. Building theories and models that directly involve technology and placing them within individual psychological and larger organizational processes provides researchers with a way to stay ahead of the fast pace of technological innovation and anticipate its effects on measurement and prediction. Moreover, there are aspects to the use of technology that I-O psychologists are uniquely qualified to consider, including legal considerations (e.g., accessibility concerns), ethical questions (e.g., access in disadvantaged communities), practical concerns (e.g., user and target reactions), and measurement issues (e.g., construct irrelevant variance). In this commentary, we present two main points of consideration that demonstrate how I-O psychologists might use and create technology to improve assessment. First, we argue that technology can improve the measurement of psychological variables if we critically consider how technology can positively influence various parts of response behavior. Additionally, we encourage future research to consider the effects of technology in I-O psychology more comprehensively by extending the emphasis on psychological processes beyond cognition and behavior to include affect and motivation.

  • Cited by 1
  • Cited by 1
  • Cited by 1

  • Making and Managing the Pitch: Selling I-O Psychology Research to Organizations

  • Caitlin Ann Demsky
  • Published online by Cambridge University Press:
    27 December 2018, pp. 620-625

  • In their focal article, Lapierre et al. (2018) draw attention to several key unanswered concerns academics face in establishing, developing, and maintaining research partnerships with organizations. Though mentioned briefly in the article's introduction, one potential concern that would benefit from further attention is selling a potential research topic to organizations. Many academics find themselves with research interests that organizations would prefer to avoid shedding light on (e.g., workplace mistreatment, sexual harassment, hiring practices, diversity and inclusion practices, etc.). In these instances, it may be particularly difficult to convince key stakeholders within organizations to partner on research projects, especially in situations that might raise organizational fears of negative publicity. In their introduction, Lapierre et al. (2018) state that “middle or frontline managers may be reluctant to facilitate a study out of fear of what the research could reveal in terms of problems in their units, particularly if such problems might be perceived as reflecting poorly upon them (e.g., poor leadership skills)” (p. 545). Further, “managers may fear raising employees’ expectations or highlighting particular problems by involving them in research projects” (Lapierre et al., 2018, p. 544). In the following several paragraphs, I address how academics may proactively address and minimize these potential concerns. Although not meant to be an exhaustive set of recommendations, the goal is to provide several potential avenues for “selling” industrial and organizational (I-O) psychology research to potential organizational stakeholders.

  • Cited by 1

  • Citation Counts and More Citation Counts: Useful? Interesting? or Counterproductive?

  • John P. Campbell
  • Published online by Cambridge University Press:
    22 November 2017, pp. 610-616

  • In their focal article, Aguinis et al. (2017) categorized the 6,654 unique citations, summed across the six introductory industrial and organizational (I-O) psychology texts, in various ways. They then suggested how such data could be used to (a) infer the “state” of the scientist–practitioner divide; (b) document the extent of the movement of I-O psychologists to management schools; (c) evaluate the future prospects of I-O psychology as a field; and (d) provide guidance in how to define, measure, and reward “scholarly impact” (quotation marks added). This crosses the line from interesting to very counterproductive.

  • Cited by 1
  • Cited by 1

  • The role of work psychologists in the development of antiwork sentiments

  • Goran Kuljanin, Grace Lemmon
  • Published online by Cambridge University Press:
    07 March 2024, pp. 45-49
    • Article
      • You have access
    • PDF
    • HTML
    • Export citation
  • Cited by 1

  • Engage Decision Makers or Someone Else Will: The Need for More Compelling I-O Psychology Communication

  • Marc Sokol
  • Published online by Cambridge University Press:
    19 June 2018, pp. 241-245
    • Article
      • You have access
    • PDF
    • HTML
    • Export citation

  • Better focus on the frontier of talent management (TM), the thesis of the focal article by Rotolo et al. (2018), is necessary but not by itself a sufficient condition for I-O psychologists (IOP) to influence organizational decision makers. Although I agree with the substance of their perspective, as professional psychologists we also need to communicate in a manner that decision makers recognize as worthy of their time and attention. We should pay greater attention to how, why, and when organizational stakeholders embrace, reject, or overlook our insights and recommendations.

Page 54 of 63