The import of intrapersonal and interpersonal dynamics in work performance

Beauregard, T. Alexandra (2010) The import of intrapersonal and interpersonal dynamics in work performance. British Journal of Management, 21 (2). pp. 225-261. ISSN 1045-3172

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Abstract

Managers have often heard it said that “people are your most important resource”. Despite the ubiquity of this truism, examining recent issues of many of the key management journals reveals that a great deal of researcher and practitioner attention currently focuses on subjects such as firm-level innovation, strategy, knowledge management, corporate reputation, and organisational learning, without necessarily bringing in the ‘human factor’ stressed by organisational psychology. The aim in putting together this thematic issue, Individual, group, leader, and company performance: Responses to intra- and interpersonal dynamics, was to present a collection of papers that underscore the importance of psychological processes in determining human and ultimately organisational performance.

Item Type: Article
Keywords (uncontrolled): personality; perception; social identity; trust; cooperation; negative behaviour
Research Areas: A. > Business School > Leadership, Work and Organisations
Item ID: 19134
Notes on copyright: This is the peer reviewed version of the following article: Beauregard, T. A. (2010), Introduction: The Import of Intrapersonal and Interpersonal Dynamics in Work Performance. British Journal of Management, 21: 225–261. doi: 10.1111/j.1467-8551.2010.00704.x, which has been published in final form at http://doi.org/10.1111/j.1467-8551.2010.00704.x. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving.
Depositing User: Alexandra Beauregard
Date Deposited: 07 Apr 2016 09:55
Last Modified: 02 Jun 2019 20:48
URI: https://eprints.mdx.ac.uk/id/eprint/19134

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