Jennifer A. CHATMAN
Jennifer A. CHATMAN
Professor of Business Administration, University of California, Berkeley
Verified email at - Homepage
Cited by
Cited by
Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior.
CA O'Reilly, J Chatman
Journal of applied psychology 71 (3), 492, 1986
People and organizational culture: A profile comparison approach to assessing person-organization fit
CA O'Reilly III, J Chatman, DF Caldwell
Academy of management journal 34 (3), 487-516, 1991
Matching people and organizations: Selection and socialization in public accounting firms.
JA Chatman
Academy of Management proceedings 1989 (1), 199-203, 1989
Improving interactional organizational research: A model of person-organization fit
JA Chatman
Academy of management Review 14 (3), 333-349, 1989
Culture as social control: Corporations, cults, and commitment.
CA O'Reilly, JA Chatman
Research in Organizational Behavior 18, 157-200, 1996
Assessing the relationship between industry characteristics and organizational culture: how different can you be?
JA Chatman, KA Jehn
Academy of Management Journal 37 (3), 552-553, 1994
Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes
JA Chatman, JT Polzer, SG Barsade, MA Neale
Administrative Science Quarterly, 749-780, 1998
The influence of demographic heterogeneity on the emergence and consequences of cooperative norms in work teams
JA Chatman, FJ Flynn
Academy of management journal 44 (5), 956-974, 2001
Building organizational commitment: A multifirm study
DF Caldwell, JA Chatman, CA O'Reilly
Journal of occupational Psychology 63 (3), 245-261, 1990
Personality, organizational culture, and cooperation: Evidence from a business simulation
JA Chatman, SG Barsade
Administrative science quarterly, 423-443, 1995
The managed thought
J Chatman, N Bell, BM Staw
The thinking organization 191, 214, 1986
Knowing your place: self-perceptions of status in face-to-face groups.
C Anderson, S Srivastava, JS Beer, SE Spataro, JA Chatman
Journal of personality and social psychology 91 (6), 1094, 2006
Leading by leveraging culture
JA Chatman, SE Cha
California management review 45 (4), 20-34, 2003
The influence of proportional and perceptual conflict composition on team performance
KA Jehn, JA Chatman
International journal of conflict management 11 (1), 56-73, 2000
How leadership matters: The effects of leaders' alignment on strategy implementation
CA O'Reilly, DF Caldwell, JA Chatman, M Lapiz, W Self
The leadership quarterly 21 (1), 104-113, 2010
The promise and problems of organizational culture: CEO personality, culture, and firm performance
CA O’Reilly III, DF Caldwell, JA Chatman, B Doerr
Group & Organization Management 39 (6), 595-625, 2014
Paradigm lost: Reinvigorating the study of organizational culture
JA Chatman, CA O’Reilly
Research in organizational behavior 36, 199-224, 2016
Strong cultures and innovation: Oxymoron or opportunity
FJ Flynn, JA Chatman
International handbook of organizational culture and climate, 263-87, 2001
Narcissistic CEOs and executive compensation
CA O'Reilly III, B Doerr, DF Caldwell, JA Chatman
The leadership quarterly 25 (2), 218-231, 2014
Parsing organizational culture: How the norm for adaptability influences the relationship between culture consensus and financial performance in high‐technology firms Chatman
JA Chatman, D Caldwell, C O’Reilly, B Doerr
Journal of Organizational Behavior 35 (6), 785-808, 2014
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