Reference health
Shedding light on followers' innovation implementation behavior
8 of 66 checkable references need attention · checked 2026-07-25
At the dated check, the references listed below either did not resolve in Crossref or DataCite, or carried a retraction notice. Each one is shown with the registry record that put it there.
19 without a DOI — not checked. A reference deposited without a DOI is never matched by title or guessed at; it stays outside the checked set, and this line discloses that.
References needing attention
does not resolve to a known work10.5465/256889
does not resolve to a known work10.5465/3069307
does not resolve to a known work10.5465/256630
does not resolve to a known work10.5465/20159633
does not resolve to a known work10.5465/amr.1984.4277628
does not resolve to a known work10.5465/amr.1986.4282632
does not resolve to a known work10.5465/amr.1996.9704071863
does not resolve to a known work10.5465/30040662
The 58 checked references that resolve
resolves10.1016/j.leaqua.2003.12.003
Leader behaviors and the work environment for creativity: Perceived leader support
resolves10.2307/1423706
Back to the Future: Retrospective Review of Leon Festinger's "A Theory of Cognitive Dissonance"
resolves10.1016/1048-9843(95)90035-7
Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership
resolves10.1348/096317999166789
Re‐examining the components of transformational and transactional leadership using the Multifactor Leadership
resolves10.1348/096317900167029
Shopfloor innovation: Facilitating the suggestion and implementation of ideas
resolves10.1002/job.179
Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance
resolves10.1037/0021-9010.81.6.827
Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment.
resolves10.1037/0022-3514.51.6.1173
The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.
resolves10.1016/0090-2616(90)90061-S
From transactional to transformational leadership: Learning to share the vision
resolves10.1002/job.342
Changing attitudes about change: longitudinal effects of transformational leader behavior on employee cynicism about organizational change
resolves10.1348/096317904X22953
The effects of person–innovation fit on individual responses to innovation
resolves10.1037/0021-9010.93.5.945
Affective mechanisms linking dysfunctional behavior to performance in work teams: A moderated mediation study.
resolves10.2307/3094828
Disrupted Routines: Team Learning and New Technology Implementation in Hospitals
resolves10.1111/j.1744-6570.2006.00852.x
THE EFFECTS OF ORGANIZATIONAL CHANGES ON EMPLOYEE COMMITMENT: A MULTILEVEL INVESTIGATION
resolves10.1111/j.2044-8325.1997.tb00639.x
The concept of personal initiative: Operationalization, reliability and validity in two German samples
resolves10.1300/J075v22n03_02
Using the Operant and Strategic Contingencies Models of Power to Understand Resistance to Change
resolves10.1177/1059601101261004
The Leader-Member Exchange as a Link between Managerial Trust and Employee Empowerment
resolves10.1037/0021-9010.92.4.942
Beyond change management: A multilevel investigation of contextual and personal influences on employees' commitment to change.
resolves10.1037/0021-9010.93.2.346
The effects of transformational and change leadership on employees' commitment to a change: A multilevel study.
resolves10.1037/0021-9010.87.3.474
Commitment to organizational change: Extension of a three-component model.
resolves10.1016/j.jengtecman.2003.12.003
Implementing computer technology: a multiorganizational test of Klein and Sorra’s model
resolves10.1016/0950-4230(96)00005-8
Measures of safety management performance and attitudes to safety at major hazard sites
resolves10.1016/S1048-9843(03)00048-1
Leading for creativity: The role of unconventional leader behavior
resolves10.1037/0021-9010.84.1.107
Managerial coping with organizational change: A dispositional perspective.
resolves10.1207/S15326934CRJ1302_6
Transformational and Transactional Leadership and Their Effects on Creativity in Groups
resolves10.1016/S1048-9843(03)00050-X
The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings
resolves10.1002/job.339
Feeling bad: antecedents and consequences of negative emotions in ongoing change
resolves10.1016/j.leaqua.2003.12.006
Influence-based leadership as a determinant of the inclination to innovate and of innovation-related behaviors
resolves10.1037/1082-989X.7.1.83
A comparison of methods to test mediation and other intervening variable effects.
resolves10.1016/S1048-9843(02)00158-3
Leading creative people: Orchestrating expertise and relationships
resolves10.1037/0021-9010.88.4.680
Resistance to change: Developing an individual differences measure.
resolves10.1037/0021-9010.88.5.879
Common method biases in behavioral research: A critical review of the literature and recommended remedies.
resolves10.1016/1048-9843(90)90009-7
Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors
resolves10.2307/3094806
Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement
resolves10.1037/0003-066X.55.1.68
Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being.
resolves10.1016/S1048-9843(99)00014-4
Organizational and contextual influences on the emergence and effectiveness of charismatic leadership
resolves10.2307/30036548
The Contingent Effects of Management Support and Task Interdependence on Successful Information Systems Implementation1
resolves10.1287/orsc.4.4.577
The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory
resolves10.1177/1094428107300342
The Relative Validity of Inferences About Mediation as a Function of Research Design Characteristics
resolves10.1109/TEM.1982.6447463
Innovation characteristics and innovation adoption-implementation: A meta-analysis of findings
resolves10.1016/j.leaqua.2004.02.013
Charismatic leadership at the strategic level: A new application of upper echelons theory
resolves10.1080/002075499190761
The use and effectiveness of modern manufacturingpractices: A survey of UK industry
resolves10.1016/S1048-9843(03)00051-1
Awakening employee creativity: The role of leader emotional intelligence
The 19 references without a DOI — listed, not checked
no DOI — not checkedAiken, L.S. and West, S.G. (1991), Multiple Regression: Testing and Interpreting Interactions, Sage Publications, Thousand Oaks, CA.
no DOI — not checkedBandura, A. (1986), Social Foundations of Thought and Action: A Social Cognitive Theory, Prentice‐Hall, Englewood Cliffs, NJ.
no DOI — not checkedBass, B.M. (1985), Leadership and Performance beyond Expectation, Free Press, New York, NY.
no DOI — not checkedBass, B.M. (1990b), Bass & Stoddill's Handbook of Leadership: Theory, Research, and Managerial Applications, 3rd ed., Free Press, New York, NY.
no DOI — not checkedBass, B.M. and Avolio, B.J. (1994), Improving Organizational Effectiveness through Transformational Leadership, Sage Publications, Thousand Oaks, CA.
no DOI — not checkedBeyer, J.M. and Trice, H.M. (1978), Implementing Change, Free Press, New York, NY.
no DOI — not checkedBrislin, R.W. (1980), “Translation and content analysis of oral and written material”, in Triandis, H.C. and Berry, J.W. (Eds), Handbook of Cross‐Cultural Psychology, Vol. 2, Allyn and Bacon, Boston, MA, pp. 389‐444.
no DOI — not checkedByrne, B.M. (2001), Structural Equation Modeling with AMOS, Lawrence Erlbaum Associates, Mahwah, NJ.
no DOI — not checkedFelfe, J. and Goihl, K. (Eds) (2006), Deutsche überarbeitete und ergänzte Version des Multifactor Leadership Questionnaire (MLQ), Vol. ZIS‐Version 10.00, Zentrum für Umfragen, Methoden und Analysen, Mannheim.
no DOI — not checkedFrench, W.L. and Bell, C.W. (1995), Organization Development: Behavioral Science Interventions for Organization Improvement, Prentice‐Hall, Englewood Cliffs, NJ.
no DOI — not checkedHouse, R.J. and Javidan, M. (2004), “Overview of GLOBE”, in House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W. and Gupta, V. (Eds), Culture, Leadership, and Organizations. The GLOBE Study of 62 Societies, Sage, Thousand Oaks, CA, pp. 9‐28.
no DOI — not checkedHouse, R.J. and Mitchell, T.R. (1974), “Path‐goal theory of leadership”, Journal of Contemporary Business, Vol. 3 No. 4, pp. 81‐97.
no DOI — not checkedKanter, R.M., Stein, B.A. and Jick, T.D. (1992), The Challenge of Organizational Change, The Free Press, New York, NY.
no DOI — not checkedKlein, K.J. and Ralls, R.S. (1995), “The organizational dynamics of computerized technology implementation: a review of the empirical literature”, in Gomez‐Mejia, L.R. and Lawless, M.W. (Eds), Implementation Management of High Technology, JAI Press, Greenwich, CT, pp. 31‐79.
no DOI — not checkedKotter, J.P. and Schlesinger, L.A. (1979), “Choosing strategies for change”, Harvard Business Review, Vol. 57 No. 2, pp. 106‐14.
no DOI — not checkedMichaelis, B., Büch, V., Stegmaier, R. and Sonntag, K. (2008), “A recipe for effective and non‐stressful change: the role of organizational support and fairness”, unpublished manuscript, Washington DC.
no DOI — not checkedNord, W.R. and Jermier, J.M. (1994), “Overcoming resistance to resistance: insights from a study of the shadows”, Public Administration Quarterly, Vol. 17 No. 4, p. 396.
no DOI — not checkedNord, W.R. and Tucker, S. (1987), Implementing Routine and Radical Innovation, Lexington Books, Lexington, KY.
no DOI — not checkedYukl, G.A. (2001), Leadership in Organizations, Prentice‐Hall, Upper Saddle River, NJ.
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