Hostname: page-component-cd9895bd7-p9bg8 Total loading time: 0 Render date: 2025-01-05T19:03:35.569Z Has data issue: false hasContentIssue false
  • English
  • Français

Peer review and role conflict

Published online by Cambridge University Press:  01 May 2020

Alex de Voogt Open the ORCID record for Alex de Voogt [Opens in a new window]  and
J. Malte Runge Open the ORCID record for J. Malte Runge [Opens in a new window]
Alex de Voogt*
Affiliation:
Drew University
J. Malte Runge
Affiliation:
Ghent University
*
*Corresponding author. Email: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 13 , Issue 1 , March 2020 , pp. 48 - 50
Copyright
© Society for Industrial and Organizational Psychology, Inc. 2020

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Ashforth, B. E., & Saks, A. M. (1996). Socialization tactics: Longitudinal effects on newcomer adjustment. Academy of Management Journal, 39(1), 149–178. doi: 10.2307/256634Google Scholar
Biddle, B. J. (1986). Recent developments in role theory. Annual Review of Sociology, 12(1), 67–92. doi: 10.1146/annurev.so.12.080186.000435CrossRefGoogle Scholar
Ebbers, J. J., & Wijnberg, N. M. (2017). Betwixt and between: Role conflict, role ambiguity and role definition in project-based dual-leadership structures. Human Relations, 70(11), 1342–1365. doi: 10.1177/0018726717692852CrossRefGoogle ScholarPubMed
Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. The Academy of Management Review, 25(1), 154–177. doi: 10.2307/259268CrossRefGoogle Scholar
Köhler, T., González‐Morales, M. G., Banks, G. C., O’Boyle, E. H., Allen, J. A., Sinha, R., … Gulick, L. M. V. (2020). Supporting robust, rigorous, and reliable reviewing as the cornerstone of our profession: Introducing a competency framework for peer review. Industrial and Organizational Psychology: Perspectives on Science and Practice, 13(1), 1–27.CrossRefGoogle Scholar
Kuhn, T. S. (1977). The essential tension: Selected studies in scientific tradition. Chicago: University of Chicago Press.CrossRefGoogle Scholar
Rizzo, J. R., House, R. J., & Lirtzman, S. I. (1970). Role conflict and ambiguity in complex organizations. Administrative Science Quarterly, 15(2), 150–163. doi: 10.2307/2391486CrossRefGoogle Scholar
Tubre, T. C., & Collins, J. M. (2000). Jackson and Schuler (1985) revisited: A meta-analysis of the relationships between role ambiguity, role conflict, and job performance. Journal of Management, 26(1), 155–169. doi: 10.1177/014920630002600104CrossRefGoogle Scholar
Welbourne, T. M., Johnson, D. E., & Erez, A. (1998). The role-based performance scale: Validity analysis of a theory-based measure. Academy of Management Journal, 41(5), 540–555. doi: 10.2307/256941Google Scholar