Adam C. Stoverink
Affiliation confirmed via AI analysis of OpenAlex, ORCID, and web sources.
Associate Professor
Also affiliated: Northern Illinois University (2011–2021); Texas A&M University (2013)
Research Areas
Biomedical Subjects
Links
Biography and Research Information
OverviewAI-generated summary
Adam C. Stoverink's research investigates workplace dynamics, focusing on aspects of social hierarchy, self-efficacy, and team functioning. His work has explored the development and validation of scales to measure workplace status and the impact of perceiving higher-performing peers on an individual's self-efficacy and job performance. Stoverink has also examined team resilience, studying theoretical models that explain how work teams can recover from adversity. His publications include research on the influence of team social resources on citizenship behaviors and the effects of team dissonance and supervisor-focused justice climate on team cohesiveness. Additionally, he has contributed to understanding organizational and vocational behavior during times of crisis, including a review of empirical work conducted during the COVID-19 pandemic. Stoverink's scholarship metrics include an h-index of 13, with over 1,000 citations across 34 publications.
Metrics
- h-index: 13
- Publications: 33
- Citations: 1,161
Positions
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Associate Professor 2017–presentUniversity of Arkansas Department of Management ORCID
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
- Workplace status: The development and validation of a scale.
- Walking on eggshells: A self-control perspective on workplace political correctness.
- Referents or role models? The self-efficacy and job performance effects of perceiving higher performing peers.
- Relieving the Pressure: Team Familiarity Attenuates External Conformity Pressure on Team Member Decisions
- 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.
- Workplace status: The development and validation of a scale.
- Workplace status: The development and validation of a scale.
- Workplace status: The development and validation of a scale.
- Workplace status: The development and validation of a scale.
- Workplace status: The development and validation of a scale.
- Bouncing Back Together: Toward a Theoretical Model of Work Team Resilience
- Bouncing Back Together: Toward a Theoretical Model of Work Team Resilience
- Bouncing Back Together: Toward a Theoretical Model of Work Team Resilience
- Feeling activated and acting unethically: The influence of activated mood on unethical behavior to benefit a teammate
- Feeling activated and acting unethically: The influence of activated mood on unethical behavior to benefit a teammate
- Feeling activated and acting unethically: The influence of activated mood on unethical behavior to benefit a teammate
- Referents or role models? The self-efficacy and job performance effects of perceiving higher performing peers.
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