Aryee, S., Chen, Z.X., Sun, L.Y. and Debrah, Y.A. (in press) Antecedents and outcomes of abusive supervision: Test of a trickle-down model. Journal of Applied Psychology.
Budhwar, P., Luthar, H., and Bhatnagar, J. (2006) Dynamics of HRM systems in BPOs operating in India. Journal of Labor Research, 37, 339-360.
Chen, Z.X. and Aryee, S. (in press) Delegation and employee work outcomes: An examination of the cultural context of mediating processes in China. Academy of Management Journal.
Neal, A., West, M.A., and Patterson, M.G. (in press) Do organizational climate and strategic orientation moderate the relationship between human resource management practices and productivity? Journal of Management.
Shipton, H., Fay, D., West, M.A., Patterson, M., and Birdi, K. (2005) Managing people to promote innovation. Creativity and Innovation Management, 14, 118-128.
Shipton, H., West, M., Dawson, J., Patterson, M. and Birdi, K. (2006) Human resource management as a predictor of innovation.Human Resource Management Journal, 16, 3-27.
West, M.A., Borrill, C., Dawson, J., Scully, J., Carter, M., Anelay, S., Patterson, M. and Waring, J. (2003) The link between the management of employees and patient mortality in acute hospitals. International Journal of Human Resource Management, 13, 1299-1310.
Aryee, S., Chen, Z.X. and Budhwar, P. (2004) Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice. Organizational Behavior and Human Decision Processes, 94(1), 1-14.
Chen, Z. X. and Aryee, S. (in press) Delegation and employee work outcomes: An examination of the cultural context of mediating processes in China. Academy of Management Journal.
Epitropaki, O. and Martin, R. (2004) Implicit leadership theories in applied settings: Factor structure, generalizability and stability over time. Journal of Applied Psychology, 89, 293-310.
Epitropaki, O. and Martin, R. (2005) From ideal to real: A longitudinal study of implicit leadership theories, leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90, 659-676.
Martin, R., Thomas, G., Charles, C., Epitropaki, O. and McNamara, R. (2005) The role of Leader -Member Exchanges in mediating the relationship between locus of control and work reactions. Journal of Occupational and Organisational Psychology, 78, 141-147.
Dawson, J.F. and Richter, A.W. (2006) Probing three-way interactions: The development and application of a slope difference test. Journal of Applied Psychology.
Fay, D., Borrill, C., Amir, Z., Haward, R., and West, M. (2006) Getting the most out of multidisciplinary teams: A multi-sample study of team innovation in health care. Journal of Occupational and Organizational Psychology.
Martin, R., Hewstone, M. and Martin, P.Y. (in press). Systematic and heuristic processing of majority- and minority-endorsed messages: The effects of varying outcome relevance and ‘levels of orientation’ on attitude and message processing. Personality and Social Psychology Bulletin.
Martin, R., Martin, P.Y., Smith, J.R. and Hewstone, M. (2006). Majority versus minority influence and prediction of behavioral intentions and behavior. Journal of Experimental Social Psychology.
Richter, A., West, M.A., Van Dick, R. and Dawson, J.F. (in press). Boundary spanners’ identification, intergroup contact and effective intergroup relations. Academy of Management Journal.
Van Dick, R., Ullrich, J. and Tissington, P.A. (in press) Working under a black cloud: Sustaining organizational identification after a merger. British Journal of Management.
West, M. A., Borrill, C. S., Dawson, J. F., Brodbeck, F., Shapiro, D. A. and Haward, R. (2003) Leadership clarity and team innovation in health care. The Leadership Quarterly, 14, 393-410.