@article{64561,
  abstract     = {{<jats:title>ABSTRACT</jats:title>
                  <jats:p>Employees in highly demanding, interdependent work environments face a dilemma: while avoidance‐focused job crafting can preserve their own well‐being, these self‐initiated changes to their jobs could negatively affect coworkers. Drawing on qualitative interviews with 81 employees concurrently working for multiple agile teams in a European automotive corporation, we explore how employees navigate this dilemma. Our findings reveal three primary job crafting strategies—eliminating tasks, reducing task investment, and scheduling tasks in uninterrupted time blocks—that decrease employees' emotional exhaustion yet burden coworkers and slow team processes. We identify two distinct pathways for navigating this dilemma: in self‐oriented job crafting, employees announce their strategies unilaterally and implement them despite coworkers' objections, shifting the burden of interdependence onto coworkers and fueling coworker frustration; in prosocial job crafting, they openly suggest crafting strategies, discuss them with coworkers, and adjust plans to balance self‐preservation with coworkers' needs, thus partially internalizing the burden of interdependence. Our study advances research on socially embedded job crafting by revealing contrasting ways to manage interdependence. It also extends job crafting research by showing when and why avoidance crafting can effectively mitigate high job demands and by illustrating how avoidance and approach crafting can blend within a single strategy.</jats:p>}},
  author       = {{Tenzer, Helene and Hoegl, Martin and Tims, Maria and Yang, Philip and Wütz, Steffen}},
  issn         = {{0894-3796}},
  journal      = {{Journal of Organizational Behavior}},
  publisher    = {{Wiley}},
  title        = {{{I Can't Split Myself in Two (or Five): Job Crafting in Highly Demanding and Interdependent Work Environments}}},
  doi          = {{10.1002/job.70072}},
  year         = {{2026}},
}

@inbook{64565,
  author       = {{Yang, Philip}},
  booktitle    = {{The Elgar Companion to Human Resource Management Beyond the Sustainable Development Goals}},
  editor       = {{Ina, Aust and Cooke, Fang Lee and Semeijn, Judith}},
  isbn         = {{9781035308729}},
  publisher    = {{Edward Elgar Publishing}},
  title        = {{{Quantitative research on SDGs and HRM}}},
  doi          = {{10.4337/9781035308729.00038}},
  year         = {{2025}},
}

@article{64567,
  author       = {{Ehmann, Stefanie and Kampkötter, Patrick and Maier, Patrick and Yang, Philip}},
  issn         = {{2195-8262}},
  journal      = {{Controlling & Management Review}},
  number       = {{5}},
  pages        = {{40--45}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Wie Performance Management das Engagement steigern kann}}},
  doi          = {{10.1007/s12176-025-1506-4}},
  volume       = {{69}},
  year         = {{2025}},
}

@article{57447,
  abstract     = {{<jats:p> Boomerangs, that is, rehires, should have advantages over other new hires when integrating into an organization due to their familiarity with the work context and their pre-existing relationships. However, research suggests that the effects of hiring boomerangs may not be straightforwardly positive. To better understand these effects, we investigate how boomerangs’ social integration into a work team differs from that of other new hires due to their pre-existing relationships and how those relationships shape their and incumbents’ competence and motivation to provide assistance for collective performance. We theorize and find that boomerangs, compared with new hires, exhibit more performance assistance toward incumbent former and incumbent new colleagues. In contrast, incumbent former colleagues do not direct their performance assistance toward boomerangs, contrary to our prediction, nor do incumbent new colleagues. This study contributes to the nascent literature on boomerangs and the literature on job mobility by finding evidence that prior relationships condition the behavior of both boomerangs and incumbents. </jats:p><jats:p> Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.16685 . </jats:p>}},
  author       = {{Grohsjean, Thorsten and Dokko, Gina and Yang, Philip}},
  issn         = {{1047-7039}},
  journal      = {{Organization Science}},
  publisher    = {{Institute for Operations Research and the Management Sciences (INFORMS)}},
  title        = {{{Can You Go Home Again? Performance Assistance Between Boomerangs and Incumbent Employees}}},
  doi          = {{10.1287/orsc.2022.16685}},
  year         = {{2024}},
}

@article{57448,
  author       = {{Wakeman, S Wiley and Yang, Philip and Moore, Celia}},
  issn         = {{2168-1007}},
  journal      = {{Academy of Management Discoveries}},
  publisher    = {{Academy of Management}},
  title        = {{{A (Bounded) Preference for Rule Breakers}}},
  doi          = {{10.5465/amd.2022.0280}},
  year         = {{2024}},
}

@article{59458,
  abstract     = {{<jats:p> Boomerangs, that is, rehires, should have advantages over other new hires when integrating into an organization due to their familiarity with the work context and their pre-existing relationships. However, research suggests that the effects of hiring boomerangs may not be straightforwardly positive. To better understand these effects, we investigate how boomerangs’ social integration into a work team differs from that of other new hires due to their pre-existing relationships and how those relationships shape their and incumbents’ competence and motivation to provide assistance for collective performance. We theorize and find that boomerangs, compared with new hires, exhibit more performance assistance toward incumbent former and incumbent new colleagues. In contrast, incumbent former colleagues do not direct their performance assistance toward boomerangs, contrary to our prediction, nor do incumbent new colleagues. This study contributes to the nascent literature on boomerangs and the literature on job mobility by finding evidence that prior relationships condition the behavior of both boomerangs and incumbents. </jats:p><jats:p> Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.16685 . </jats:p>}},
  author       = {{Grohsjean, Thorsten and Dokko, Gina and Yang, Philip}},
  issn         = {{1047-7039}},
  journal      = {{Organization Science}},
  number       = {{2}},
  pages        = {{918--939}},
  publisher    = {{Institute for Operations Research and the Management Sciences (INFORMS)}},
  title        = {{{Can You Go Home Again? Performance Assistance Between Boomerangs and Incumbent Employees}}},
  doi          = {{10.1287/orsc.2022.16685}},
  volume       = {{36}},
  year         = {{2024}},
}

@article{57457,
  author       = {{Ehmann, Stefanie and Kampkötter, Patrick and Maier, Patrick and Yang, Philip}},
  issn         = {{1044-5005}},
  journal      = {{Management Accounting Research}},
  publisher    = {{Elsevier BV}},
  title        = {{{Performance management and work engagement – New evidence using longitudinal data}}},
  doi          = {{10.1016/j.mar.2023.100867}},
  volume       = {{64}},
  year         = {{2023}},
}

@article{57451,
  author       = {{Nalbantis, Georgios and Manger, Christian and Pawlowski, Tim and Yang, Philip}},
  issn         = {{1556-5068}},
  journal      = {{SSRN Electronic Journal}},
  publisher    = {{Elsevier BV}},
  title        = {{{Exploring the impact of specialist and generalist stars on organizational performance}}},
  doi          = {{10.2139/ssrn.4607851}},
  year         = {{2023}},
}

@inbook{57454,
  author       = {{Tenzer, Helene and Yang, Philip}},
  booktitle    = {{Corporate Underground: Bootleg Innovation and Constructive Deviance}},
  editor       = {{Augsdorfer, Peter}},
  pages        = {{323--332}},
  title        = {{{Extreme Bootlegging: Individual-level Antecedents to Creative Deviance}}},
  doi          = {{https://doi.org/10.1142/9781800612266_0017}},
  year         = {{2023}},
}

@article{57450,
  author       = {{Moore, Ozias and Rapp, Tammy L. and Mistry, Sal and Bell, Bradford S. and Grossman, Rebecca and Miller, Jack and Finuf, Kayla D. and Sackett, Esther and Mayo, Anna and Tenzer, Helene and Yang, Philip and Hoegl, Martin and Wütz, Steffen and Vaulont, Manuel J. and Nahrgang, Jennifer and Black, Nathan and Crawford, Eean and Margolis, Jaclyn Ann and Moore, Ozias}},
  issn         = {{0065-0668}},
  journal      = {{Academy of Management Proceedings}},
  number       = {{1}},
  publisher    = {{Academy of Management}},
  title        = {{{Multiple Team Membership Arrangements: Putting the Worker Front and Center}}},
  doi          = {{10.5465/amproc.2023.11879symposium}},
  volume       = {{2023}},
  year         = {{2023}},
}

@article{57391,
  author       = {{Ehmann, Stefanie and Kampkötter, Patrick and Maier, Patrick and Yang, Philip}},
  issn         = {{1044-5005}},
  journal      = {{Management Accounting Research}},
  publisher    = {{Elsevier BV}},
  title        = {{{Performance management and work engagement – New evidence using longitudinal data}}},
  doi          = {{10.1016/j.mar.2023.100867}},
  volume       = {{64}},
  year         = {{2023}},
}

@article{57453,
  author       = {{Yang, Philip and Diederich, Sarah and Riepe, Jan}},
  issn         = {{0065-0668}},
  journal      = {{Academy of Management Proceedings}},
  number       = {{1}},
  publisher    = {{Academy of Management}},
  title        = {{{A Sizable Advantage: Environmental and Social Sustainability Implications of Gender Diversity}}},
  doi          = {{10.5465/ambpp.2022.17091abstract}},
  volume       = {{2022}},
  year         = {{2022}},
}

@article{57452,
  author       = {{Nuessle, Julian and Gaiser, Sylvia and Yang, Philip and Wütz, Steffen}},
  issn         = {{0065-0668}},
  journal      = {{Academy of Management Proceedings}},
  number       = {{1}},
  publisher    = {{Academy of Management}},
  title        = {{{Motivated by Agility, Hampered by Switching: A Boundary Perspective}}},
  doi          = {{10.5465/ambpp.2022.10550abstract}},
  volume       = {{2022}},
  year         = {{2022}},
}

@article{57392,
  author       = {{Veer, Theresa and Yang, Philip and Riepe, Jan}},
  issn         = {{0883-9026}},
  journal      = {{Journal of Business Venturing}},
  number       = {{3}},
  publisher    = {{Elsevier BV}},
  title        = {{{Ventures' conscious knowledge transfer to close partners, and beyond: A framework of performance, complementarity, knowledge disclosure, and knowledge broadcasting}}},
  doi          = {{10.1016/j.jbusvent.2022.106191}},
  volume       = {{37}},
  year         = {{2022}},
}

@article{57932,
  author       = {{Veer, Theresa and Yang, Philip and Riepe, Jan}},
  issn         = {{0883-9026}},
  journal      = {{Journal of Business Venturing}},
  number       = {{3}},
  publisher    = {{Elsevier BV}},
  title        = {{{Ventures' conscious knowledge transfer to close partners, and beyond: A framework of performance, complementarity, knowledge disclosure, and knowledge broadcasting}}},
  doi          = {{10.1016/j.jbusvent.2022.106191}},
  volume       = {{37}},
  year         = {{2022}},
}

@article{57455,
  author       = {{Pfeifer, Christian and Janssen, Simon and Yang, Philip and Backes-Gellner, Uschi}},
  issn         = {{1556-5068}},
  journal      = {{SSRN Electronic Journal}},
  publisher    = {{Elsevier BV}},
  title        = {{{Effects of Training on Employee Suggestions and Promotions in an Internal Labor Market}}},
  doi          = {{10.2139/ssrn.1835310}},
  year         = {{2021}},
}

@article{57459,
  author       = {{Riepe, Jan and Veer, Theresa and Yang, Philip}},
  journal      = {{SSRN Electronic Journal}},
  title        = {{{Strategic information sharing between ventures and CVCs during socialization: The importance of active investors in weak IP regimes}}},
  year         = {{2020}},
}

@article{57393,
  author       = {{Puhani, Patrick A. and Yang, Philip}},
  issn         = {{0167-2681}},
  journal      = {{Journal of Economic Behavior &amp; Organization}},
  pages        = {{333--341}},
  publisher    = {{Elsevier BV}},
  title        = {{{Does increased teacher accountability decrease leniency in grading?}}},
  doi          = {{10.1016/j.jebo.2019.12.017}},
  volume       = {{171}},
  year         = {{2020}},
}

@article{57401,
  author       = {{Pfeifer, Christian and Janssen, Simon and Yang, Philip and Backes-Gellner, Uschi}},
  issn         = {{1877-6345}},
  journal      = {{Empirical Research in Vocational Education and Training}},
  number       = {{2}},
  pages        = {{131--147}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Training participation of a firm’s aging workforce}}},
  doi          = {{10.1007/bf03546513}},
  volume       = {{4}},
  year         = {{2020}},
}

@article{57458,
  author       = {{Riepe, Jan and Yang, Philip}},
  issn         = {{1556-5068}},
  journal      = {{SSRN Electronic Journal}},
  publisher    = {{Elsevier BV}},
  title        = {{{Are Studies on Gender Diverse Boards Biased by Using the Book Value of Debt?}}},
  doi          = {{10.2139/ssrn.3329966}},
  year         = {{2019}},
}