Outsourcing inspiration: The performance effects of ideological messages from leaders and beneficiaries
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- Oza, Shweta S. & Srivastava, Joydeep & Koukova, Nevena T., 2010. "How suspicion mitigates the effect of influence tactics," Organizational Behavior and Human Decision Processes, Elsevier, vol. 112(1), pages 1-10, May.
- Grant, Adam M. & Campbell, Elizabeth M. & Chen, Grace & Cottone, Keenan & Lapedis, David & Lee, Karen, 2007. "Impact and the art of motivation maintenance: The effects of contact with beneficiaries on persistence behavior," Organizational Behavior and Human Decision Processes, Elsevier, vol. 103(1), pages 53-67, May.
- Friestad, Marian & Wright, Peter, 1994. " The Persuasion Knowledge Model: How People Cope with Persuasion Attempts," Journal of Consumer Research, Oxford University Press, vol. 21(1), pages 1-31, June.
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- Venus, Merlijn & Stam, Daan & van Knippenberg, Daan, 2013. "Leader emotion as a catalyst of effective leader communication of visions, value-laden messages, and goals," Organizational Behavior and Human Decision Processes, Elsevier, vol. 122(1), pages 53-68.
- Llopis, Oscar & D’Este, Pablo, 2016. "Beneficiary contact and innovation: The relation between contact with patients and medical innovation under different institutional logics," Research Policy, Elsevier, vol. 45(8), pages 1512-1523.
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KeywordsInspiration; Transformational leadership; Charismatic leadership; Social influence; Contact with beneficiaries; Relational job design; Prosocial behavior;
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