Elizabeth W. Morrison

Doing the Job Well: An Investigation of Pro-Social Rule Breaking
Journal of Management 2006 32: 5-28. [Abstract] [PDF] [References]  

Greg L. Stewart

A Meta-Analytic Review of Relationships Between Team Design Features and Team Performance
Journal of Management 2006 32: 29-55. [Abstract] [PDF] [References]  

Frank T. Rothaermel, Suresh Kotha, and H. Kevin Steensma

International Market Entry by U.S. Internet Firms: An Empirical Analysis of Country Risk, National Culture, and Market Size
Journal of Management 2006 32: 56-82. [Abstract] [PDF] [References]  

Carsten K. W. De Dreu

When Too Little or Too Much Hurts: Evidence for a Curvilinear Relationship Between Task Conflict and Innovation in Teams
Journal of Management 2006 32: 83-107. [Abstract] [PDF] [References]  

Donald O. Neubaum and Shaker A. Zahra

Institutional Ownership and Corporate Social Performance: The Moderating Effects of Investment Horizon, Activism, and Coordination
Journal of Management 2006 32: 108-131. [Abstract] [PDF] [References]  

Anit Somech

The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams
Journal of Management 2006 32: 132-157. [Abstract] [PDF] [References]  

David C. Baldridge and John F. Veiga

The Impact of Anticipated Social Consequences on Recurring Disability Accommodation Requests
Journal of Management 2006 32: 158-179. [Abstract] [PDF] [References]  

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