Adam C. Stoverink
Affiliation confirmed via AI analysis of OpenAlex, ORCID, and web sources.
Associate Professor
Also affiliated: Northern Illinois University (2011–2021); Walmart (United States) (2017); Mitchell Institute (2013); Texas A&M University (2013)
Faculty Researcher
Research Areas
Biomedical Subjects
Links
Biography and Research Information
OverviewAI-generated summary
Adam C. Stoverink's research investigates organizational and vocational behavior, with a particular focus on factors influencing workplace dynamics and performance. His work has examined predictors of organizational citizenship behaviors, team resilience in virtual environments, and the impact of self-control on perceptions of workplace political correctness. He has also explored the effects of shared leadership and collective efficacy on team performance and learning, as well as how team familiarity can mitigate external conformity pressures.
Stoverink's publication record includes a meta-analysis on organizational citizenship behaviors and a review of empirical work on organizational and vocational behavior during the COVID-19 pandemic. He has authored or co-authored 35 publications, which have garnered over 944 citations, and holds an h-index of 12. His recent work continues to address team dynamics and performance in various organizational contexts.
Metrics
- h-index: 12
- Publications: 35
- Citations: 1,019
Selected Publications
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The effects of shared leadership and collective efficacy on team performance and learning: The mediating role of team action processes (2024)
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Relieving the Pressure: Team Familiarity Attenuates External Conformity Pressure on Team Member Decisions (2023)
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Organizational and vocational behavior in times of crisis: A review of empirical work undertaken during the COVID‐19 pandemic and introduction to the special issue (2022)
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Walking on eggshells: A self-control perspective on workplace political correctness. (2022)
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Happy to help, happy to change? A meta-analysis of major predictors of affiliative and change-oriented organizational citizenship behaviors (2021)
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Referents or role models? The self-efficacy and job performance effects of perceiving higher performing peers. (2020)
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Feeling activated and acting unethically: The influence of activated mood on unethical behavior to benefit a teammate (2019)
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Bouncing Back Together: Toward a Theoretical Model of Work Team Resilience (2018)
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Workplace status: The development and validation of a scale. (2017)
Collaboration Network
Top Collaborators
- Happy to help, happy to change? A meta-analysis of major predictors of affiliative and change-oriented organizational citizenship behaviors
- Walking on eggshells: A self-control perspective on workplace political correctness.
- Happy to help, happy to change? A meta-analysis of major predictors of affiliative and change-oriented organizational citizenship behaviors
- Happy to help, happy to change? A meta-analysis of major predictors of affiliative and change-oriented organizational citizenship behaviors
- Happy to help, happy to change? A meta-analysis of major predictors of affiliative and change-oriented organizational citizenship behaviors
- Happy to help, happy to change? A meta-analysis of major predictors of affiliative and change-oriented organizational citizenship behaviors
- Walking on eggshells: A self-control perspective on workplace political correctness.
- Walking on eggshells: A self-control perspective on workplace political correctness.
- Walking on eggshells: A self-control perspective on workplace political correctness.
- Walking on eggshells: A self-control perspective on workplace political correctness.
- Organizational and vocational behavior in times of crisis: A review of empirical work undertaken during the COVID‐19 pandemic and introduction to the special issue
- Organizational and vocational behavior in times of crisis: A review of empirical work undertaken during the COVID‐19 pandemic and introduction to the special issue
- Organizational and vocational behavior in times of crisis: A review of empirical work undertaken during the COVID‐19 pandemic and introduction to the special issue
- Relieving the Pressure: Team Familiarity Attenuates External Conformity Pressure on Team Member Decisions
- Relieving the Pressure: Team Familiarity Attenuates External Conformity Pressure on Team Member Decisions
- Relieving the Pressure: Team Familiarity Attenuates External Conformity Pressure on Team Member Decisions
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