Journal of Applied Behavioral Science

Papers
(The median citation count of Journal of Applied Behavioral Science is 2. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-09-01 to 2024-09-01.)
ArticleCitations
A Systematic Methodology for Doing Qualitative Research178
Revisiting Relational Coordination: A Systematic Review115
Not Even Trying to Change the World: Why Do Elite Management Journals Ignore the Major Problems Facing Humanity?38
Work Engagement and Job Crafting as Conditions of Ambivalent Employees’ Adaptation to Organizational Change24
The Grand Challenge for Research on the Future of Coaching22
Enhancing Researcher Reflexivity About the Influence of Leading Questions in Interviews21
Implementing Job Crafting Behaviors: Exploring the Effects of a Job Crafting Intervention Based on the Theory of Planned Behavior20
Unpacking “Sense of Place” and “Place-making” in Organization Studies: A Toolkit for Place-sensitive Research20
Daily Self-Leadership and Playful Work Design: Proactive Approaches of Work in Times of Crisis19
Leading Change Processes for Success: A Dynamic Application of Diagnostic and Dialogic Organization Development15
Augmenting Organizational Change and Strategy Activities: Leveraging Generative Artificial Intelligence12
Generative Scholarship Through Prospective Theorizing: Appreciating the Roots and Legacy of Organization Development and Change to Build a Bright Future12
Taking the Pandemic by Its Horns: Using Work-Related Task Conflict to Transform Perceived Pandemic Threats Into Creativity11
Getting the Knack for Team-Improvised Adaptation: The Role of Reflexivity and Team Mental Model Similarity10
Positioning and Fit in Designing and Executing Qualitative Research10
Tacking Amid Tensions: Using Oscillation to Enable Creativity in Diverse Teams10
Top Management’s Communication and Employees’ Commitment to Change: The Role of Perceived Procedural Fairness and Past Change Experience9
Partnering for Impact: A Grand Challenge and Design for Co-Creating a Just, Resilient and Flourishing Society9
Researching Change and Changing: Integrating Collaboration and Action Through Interiority9
Knowledge Transfer in a Project-Based Organization Through Microlearning on Cost-Efficiency8
Project Forward! We Know Where Organization Change Has Been, But Where is it Headed?8
The Relevance Challenge in Management and Organization Studies: Bringing Organization Development Back In8
Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics8
Implementing Diversity Training Targeting Faculty Microaggressions and Inclusion: Practical Insights and Initial Findings7
Are We Stuck in the Predigital Age? Embracing Technology-Mediated Change Management in Organizational Change Research7
Leadership and Follower Voice: The Role of Inclusive Leadership and Group Faultlines in Promoting Collective Voice Behavior7
A Balance of Rigor and Relevance: Engaged Scholarship in Organizational Change7
Understanding the Benefit–Cost Relationship in Long-Standing Community-Based Participatory Research (CBPR) Partnerships: Findings From the Measurement Approaches to Partnership Success (MAPS) Study7
Aligning Global Efforts for a Carbon Neutral World: The Race to Zero Campaign6
Leader Tolerance of Ambiguity: Implications for Follower Performance Outcomes in High and Low Ambiguous Work Situations6
Projecting Backward and Forward on Processes of Organizational Change and Innovation6
Competencies of Coaches that Predict Client Behavior Change5
Character and Trust in Crisis Leadership: Probing the Relationships Among Character, Identification-Based Trust, and Perceptions of Effectiveness in Political Leadership During the COVID-19 Pandemic5
Picturing Topics Related to Change: Drawing and Its Underlying Elicitation Processes5
Building a Workplace-Based Learning Culture: The “Receiver's” Perspective on Speaking Up5
Gaining and Training a Digital Colleague: Employee Responses to Robotization5
More Similar, Better Belonging: Effect of Organizational Citizenship Behavior Profile Similarity on Ostracism4
Coping, Not Choking, Under the Pressure of a Terrorist Attack: A Crisis Leadership Coping Model4
Leadership and Learning Agility: A Lifelong Journey for W. Warner Burke4
Family, Work, Collegial, and Emotional Influences on Problem-Focused Voice Behaviors4
Can I Be Me With You at Work? Examining Relational Authenticity and Discretionary Behaviors in the Workplace4
Working Alliance Theory in Workplace Coaching: A Pilot Study Exploring the Missing Role of the Organization4
Designing the Collaborative Organization: A Framework for how Collaborative Work, Relationships, and Behaviors Generate Collaborative Capacity4
Organization Development Values From a Future-Oriented Perspective: An International Delphi Study4
Forward to the Past4
Sensemaking and Creativity at Work When Employees are Coping with Traumatic Life Experiences: Implications for Positive Organizational Change4
Collaborative Inquiry for Change and Changing: Advances in Science-Practice Transformations3
Mirror, Mirror Outside My Wall: Reflexive Impacts of Insider/Outsider Collaborative Inquiry on the Insider Researcher3
The Effect of Positive Management Practices on Firm Profitability – Evidence from Text Mining3
Is Your Organization Prepared to Manage Tsunami Change?3
When The Dodo Became Extinct: Why Rethinking Change Should Not Take A Pandemic3
Collaborating Across Organizational Boundaries to Co-Create a More Just, Resilient, and Thriving Society3
Institutional Pressures, High-Performance Work Systems, and Marketability: The Moderating Role of Organizational Inertia3
A Compelling Beginning and More to Uncover3
Looking for Guidance? Five Principles for Leveraging Tensions in Corporate–Startup Collaboration3
Inclusive-Empathy in Leadership3
How and When job Security Reduces Resistance to Change in the Context of Organizational Change3
Leading Change With Intelligence: The Power of Diagnosis in Creating Organizational Renewal3
Delivering impact via the ebb-and-flow of a research team: Reflection on a long-term program of research into a global societal challenge*3
Team Readiness to Change: Reflexivity, Tenure, and Vision in Play3
The How and Why of Organizational Resilience: A Mixed-Methods Study on Facilitators and Consequences of Organizational Resilience Throughout a Crisis3
Responses to the Problem of OD Stagnation: A Tribute to Warner Burke3
Leaders as Coaches: Towards a Code of Ethics3
Navigating the Gap Between Dialogic and Diagnostic Organization Development2
Organizational Implications of Pope Francis’ Integral Ecology2
The Generative Change Model: Creating the Agile Organization While Dealing With a Complex Problem2
Does Action Planning Create More Harm Than Good? Common Challenges in the Practice of Action Planning After Employee Surveys2
External Communities as Initiators of Organizational Change2
Looking at Team Improvised Adaptation Through a Paradoxical Lens: The Role of Team Plasticity2
Facilitating Collaboration for Responsible Management Education: Voluntary Brokerage in the PRME Network2
A Leadership Development Kōan: Vulnerability as Change Capacity2
CEOs Driving Decision Making Toward Higher Performance: Strategic Micro-foundations of Small-Sized Family Firms2
Strategies for Generating Deliberately Emergent Qualitative Research Designs2
Social Fields: Knowing the Water We Swim in2
No News Is Not Good News: The Mediating Role of Job Frustration in the Perceptions of Organizational Politics and Employee Silence2
Of Definitions, Demarcation, and Disaggregation: Some Comments on the Dynamic Application of Diagnostic and Dialogic Organization Development2
Engagement in Sustainability Behaviors in Normative Social and Utilitarian Economic-Driven Organizations2
Collaborative Inquiry Fuelled by Reflexive Learning: Changing Change2
Why Digital Transformation May Fail – And What Can Be Done About It2
What's in Your Bag? Scholars and Practioners Talk Together Differently2
Adapting to Frequent Changes: The Roles of Job Crafting and Personal Needs2
Lewin’s Democratic Style of Situational Leadership: A Fresh Look at a Powerful OD Model2
Entry Points: Gaining Momentum in Early-Stage Cross-Boundary Collaborations2
Building Trust Through Action Learning in An Uncertain Transorganizational Context2
Perceived Supervisor Remorse and Turnover Intentions: The Role of Organization Based Self-Esteem and Affective Commitment2
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