Abusive Supervision

Construct: Abusive Supervision (Leadership)


Source 1: Tepper, B. J. (2000). Consequences of abusive supervision. Academy of management journal, 43(2), 178-190.


DOI: 10.2307/1556375


Source 2: Tepper, B. J., Henle, C. A., Lambert, L. S., Giacalone, R. A., & Duffy, M. K. (2008). Abusive supervision and subordinates’ organization deviance. Journal of Applied Psychology, 93(4), 721.


DOI: 10.1037/0021-9010.93.4.721

Situational Strength

Construct: Situational Strength (at the occupation level: a scale developed from occupational information available via O*NET)


Source 1: Meyer, R. D., Dalal, R. S., & Bonaccio, S. (2009). A meta‐analytic investigation into the moderating effects of situational strength on the conscientiousness–performance relationship. Journal of Organizational Behavior, 30(8), 1077-1102.


DOI: 10.1002/job.602

Content Analytic

Construct: Content Analytic


Source 1: Short, J. C., Broberg, J. C., Cogliser, C. C., & Brigham, K. H. (2010). Construct validation using computer-aided text analysis (CATA): An illustration using entrepreneurial orientation. Organizational Research Methods, 13, 320-347.


DOI: 10.1177/1094428109335949


Source 2: Short, J. C., Payne, G. T., Brigham, K. H., Lumpkin, G. T., & Broberg, J. C. (2009). Family firms and entrepreneurial orientation in publicly traded firms: A comparative analysis of the S&P 500. Family Business Review, 22, 9-24.


DOI: 10.1177/0894486508327823


Source 3: Zachary, M. A., McKenny, A. F., Short, J. C., Davis, K. M., & Wu, D. (2011). Franchise branding: An organizational identity perspective. Journal of the Academy of Marketing Science, DOI: 10.1007/s11747-011-0252-7.


DOI: 10.1007/s11747-011-0252-7


Participation in Decision-Making

Construct:Participation in Decision-Making


Source 1:Hage, J., & Aiken, M. (1967). Relationship of Centralization to Other Structural Properties. Administrative Science Quarterly, 12(1), 72-92.




Source 2:Hall, R. H. (1963). The concept of bureaucracy: An empirical assessment.American Journal of Sociology, 32-40.


DOI: n/a


Source 3:   Nai-Wen, C., & Tzu-Shian, H. (2008). Exploring the linkages between formal ownership and psychological ownership for the organization: The mediating role of organizational justice. Journal of Occupational & Organizational Psychology, 81(4), 691-711.




Source 4: Pierce, J. L., O’driscoll, M. P., & Coghlan, A. M. (2004). Work environment structure and psychological ownership: The mediating effects of control. The Journal of Social Psychology, 144(5), 507-534.




Source 5: Ito, J. K., & Peterson, R. B. (1986). Effects of task difficulty and interunit interdependence on information processing systems. Academy of Management Journal, 29(1), 139-149.


DOI: 10.2307/255865


Source 6: Karasek Jr, R. A. (1979). Job demands, job decision latitude, and mental strain: Implications for job redesign. Administrative science quarterly, 285-308.


DOI: 10.2307/2392498


Source 7: Fields, D. L. (2002). Taking the measure of work: A guide to validated scales for organizational research and diagnosis. Sage.


DOI: n/a


Source 8: Morgeson, F. P., & Humphrey, S. E. (2006). The Work Design Questionnaire (WDQ): developing and validating a comprehensive measure for assessing job design and the nature of work. Journal of applied psychology, 91(6), 1321.

DOI: 10.1037/0021-9010.91.6.1321