Toward a comprehensive taxonomy of interpersonal performance in organizations

Carpenter, Tara D.

doi:10.1037/e518712013-179

Cited by 2 publications

(6 citation statements)

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“…In the organizational citizenship behavior literature, this dimension is often combined with helping and is considered part of the overarching category of organizational citizenship behavior-individual, citizenship behaviors directed mainly at individuals in the organization (Williams & Anderson, 1991). Demonstrating courtesy also has been identified as a key dimension in an interpersonal job performance taxonomy (Carpenter, 2003).…”

Section: Courtesymentioning

confidence: 99%

Knowledge and skills that facilitate the personal support dimension of citizenship.

Dudley

Cortina

2008

Journal of Applied Psychology

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Efforts to identify the individual attributes that predict organizational citizenship have focused largely on dispositional factors. This focus reflects an unstated assumption that anyone can engage in successful citizenship, but only some choose to do so. The authors contend that, although this may be true of some dimensions of citizenship, it is not true of others. Based on a review of research from industrial and organizational psychology, management, education, clinical psychology, conflict resolution, and other literatures, the authors offer a set of 15 propositions linking knowledge and skill variables to the 4 personal support dimensions of citizenship performance.

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Section: Courtesymentioning

confidence: 99%

Knowledge and skills that facilitate the personal support dimension of citizenship.

Dudley

Cortina

2008

Journal of Applied Psychology

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“…The CSF category "social intelligence[rdquo ],; which represented information derived from the interaction between colleagues, was redefined as a level-one code from its original second-level CSF category. The data items describing social intelligence were found to spam the whole spectrum of interpersonal performance dimensions identified by Carpenter (2003). The five high-order categories used to classify these dimensions as identified in Carpenter's (2003) taxonomy were used to represent the CSFs under "social intelligence."…”

Section: Jic 81mentioning

confidence: 99%

“…The data items describing social intelligence were found to spam the whole spectrum of interpersonal performance dimensions identified by Carpenter (2003). The five high-order categories used to classify these dimensions as identified in Carpenter's (2003) taxonomy were used to represent the CSFs under "social intelligence." The five categories are:…”

Section: Jic 81mentioning

confidence: 99%

“…Human capital as a new performance dimension measures the quality and effectiveness of the organization's workforce. According to Carpenter (2003), understanding the interpersonal performance criterion is important in improving job performance models. In summary:…”

Section: Jic 81mentioning

confidence: 99%

“…In accordance with research practice (Carpenter, 2003;Diamantopoulos and Winklhofer, 2001;Pulakos and Arad, 2000) the empirical validity of the proposed LOKA is tested. A survey instrument is developed and administered to a larger scale sample.…”

Section: Empirical Validity Of Lokamentioning

confidence: 99%

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A framework of intangible valuation areas and antecedents

Andreou

Green

Stankosky

2007

Journal of Intellectual Capital

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Purpose -The paper seeks to develop a list of operational knowledge assets as antecedents to a validated common taxonomy of intangible strategic value drivers. Design/methodology/approach -Qualitative data from focus groups was collected to validate a theory-based list. The list contains the value generation activities (i.e. performance focus areas) and their respective critical success factors emerging from the interaction of eight validated intangible value drivers. Two primary questions were addressed at the focus groups: What performance focus areas does the organization need to focus on?; and What knowledge do employees need to leverage within each focus area? Data were analyzed using template analysis. Structural equation modeling using PLS was performed to develop a theory about the impact of the list of operational knowledge assets on intellectual capital and business performance measures. Findings -A validated list of knowledge assets called the list of operational knowledge assets (LOKA) was developed comprising 31 categories (i.e. critical success factors) grouped into seven value generating activities (i.e. performance focus areas). The thematic dimensions of each category surface internal views of a business that define the strategic and operational value drivers that are aligned with organizational performance.Research limitations/implications -The list is not an exhaustive one but rather a template that can be adapted based on the industry investigated. The scope of the study was focused on the high-tech federal contractors in the USA. Therefore the results and related models of this study are generic in nature. Future research could focus applying the study on different environments (i.e. organizational, cultural, type of knowledge workers) and compare results. Practical implications -The paper could improve managers' understanding of the human capital drivers on performance and thus facilitate better resource allocation on human capital management practices, technology investments, process improvements and business intelligence functions. Originality/value -The list of operational knowledge assets presents a first attempt in addressing the lack of understanding of the knowledge assets that managers need to leverage at the lowest level of operational granularity.

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Toward a comprehensive taxonomy of interpersonal performance in organizations

Cited by 2 publications

References 0 publications

Knowledge and skills that facilitate the personal support dimension of citizenship.

Knowledge and skills that facilitate the personal support dimension of citizenship.

A framework of intangible valuation areas and antecedents

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