Teams Embedded in Organizations: Some Implications von Ilgen, Daniel R

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Effects of Individual Differences on the Performance of Hierarchical Decision-Making Teams: Much More Than g von LePine, Jeffrey A, Hollenbeck, John R, Ilgen, Daniel R, Hedlund, Jennifer

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Multilevel Theory of Team Decision Making: Decision Performance in Teams Incorporating Distributed Expertise von Hollenbeck, John R, Ilgen, Daniel R, Sego, Douglas J, Hedlund, Jennifer, Major, Debra A, Phillips, Jean

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Bearing Bad News: Reactions to Negative Performance Feedback von Ilgen, Daniel, Davis, Cori

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Time Devoted to Job and Off-Job Activities, Interrole Conflict, and Affective Experiences von O'Driscoll, Michael P, Ilgen, Daniel R, Hildreth, Kristin

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Prevalence and Prediction of Positive Discrepancy Creation: Examining a Discrepancy Between Two Self-Regulation Theories von Phillips, Jean M, Hollenbeck, John R, Ilgen, Daniel R

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Teams in organizations: From input-process-output models to IMOI models von ILGEN, Daniel R, HOLLENBECK, John R, JOHNSON, Michael, JUNDT, Dustin

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Asymmetry in structural adaptation: The differential impact of centralizing versus decentralizing team decision-making structures von Hollenbeck, John R., Ellis, Aleksander P.J., Humphrey, Stephen E., Garza, Adela S., Ilgen, Daniel R.

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Informed Consent and Dual Purpose Research von Ilgen, Daniel R, Bell, Bradford S

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Decision Accuracy in Computer-Mediated versus Face-to-Face Decision-Making Teams von Hedlund, Jennifer, Ilgen, Daniel R, Hollenbeck, John R

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Accuracy Decomposition and Team Decision Making: Testing Theoretical Boundary Conditions von Hollenbeck, John R, Colquitt, Jason A, Ilgen, Daniel R, LePine, Jeffrey A, Hedlund, Jennifer

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Cutthroat cooperation: The effects of team role decisions on adaptation to alternative reward structures von Beersma, Bianca, Hollenbeck, John R., Conlon, Donald E., Humphrey, Stephen E., Moon, Henry, Ilgen, Daniel R.

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Team Performance on Monitoring Tasks: An Examination of Decision Errors in Contexts Requiring Sustained Attention von Hollenbeck, John R, Ilgen, Daniel R, Tuttle, Dale B, Sego, Douglas J

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Cutthroat Cooperation: Asymmetrical Adaptation To Changes In Team Reward Structures von Johnson, Michael D., Hollenbeck, John R., Humphrey, Stephen E., Ilgen, Daniel R., Jundt, Dustin, Meyer, Christopher J.

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Structural Contingency Theory and Individual Differences: Examination of External and Internal Person-Team Fit von Hollenbeck, John R, Moon, Henry, Ellis, Aleksander P. J, West, Bradley J, Ilgen, Daniel R, Sheppard, Lori, Porter, Christopher O. L. H, Wagner, John A

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Multiple Professional Identities: Examining Differences in Identification Across Work-Related Targets von Johnson, Michael D, Morgeson, Frederick P, Ilgen, Daniel R, Meyer, Christopher J, Lloyd, James W

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Performance Appraisal Process Research in the 1980s: What Has It Contributed to Appraisals in Use? von Ilgen, Daniel R., Barnes-Farrell, Janet L., McKellin, David B.

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Low temperature‐induced insecticidal activity of Yersinia enterocolitica von Bresolin, Geraldine, Morgan, J. Alun W., Ilgen, Denise, Scherer, Siegfried, Fuchs, Thilo M.

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Team Learning: Collectively Connecting the Dots von Ellis, Aleksander P. J, Hollenbeck, John R, Ilgen, Daniel R, Porter, Christopher O. L. H, West, Bradley J, Moon, Henry

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Decision Risk in Dynamic Two-Stage Contexts: Beyond the Status Quo von Hollenbeck, John R, Ilgen, Daniel R, Phillips, Jean M, Hedlund, Jennifer

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