Reference health
Can Managers Use Handheld Technologies to Support Salespeople?
10 of 51 checkable references need attention · checked 2026-08-29
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.
22 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 work10.1037//0021-9010.86.3.386
does not resolve to a known work10.1037//0021-9010.82.6.827
does not resolve to a known work10.1037//0021-9010.84.5.680
does not resolve to a known work10.1037//0021-9010.85.3.407
does not resolve to a known work10.1037//0021-9010.78.4.662
does not resolve to a known work10.1037//0021-9010.87.3.427
does not resolve to a known work10.1037//0021-9010.86.4.697
does not resolve to a known work10.1037//0021-9010.86.2.316
does not resolve to a known work10.1037//0021-9010.69.3.428
does not resolve to a known work10.5465/amr.1997.9707154068
The 41 checked references that resolve
resolves10.1111/j.1559-1816.1993.tb01100.x
Computer‐Based Work Monitoring: Electronic Surveillance and Its Effects
resolves10.1111/j.1559-1816.1993.tb01102.x
Computer Monitoring of Work Performance: Extending the Social Facilitation Framework to Electronic Presence<sup>1</sup>
resolves10.1002/1099-1379(200008)21:5<487::aid-job57>3.0.co;2-p
Exploring work unit context and leader-member exchange: a multi-level perspective
resolves10.1037/0021-9010.86.3.425
Justice at the millennium: A meta-analytic review of 25 years of organizational justice research.
resolves10.1016/0030-5073(75)90005-7
A vertical dyad linkage approach to leadership within formal organizations
resolves10.1287/orsc.5.2.121
Capturing the Complexity in Advanced Technology Use: Adaptive Structuration Theory
resolves10.2307/258314
Leader-Member Exchange Model of Leadership: A Critique and Further Development
resolves10.1037/0021-9010.87.3.565
Perceived supervisor support: Contributions to perceived organizational support and employee retention.
resolves10.1016/0030-5073(82)90236-7
The effects of leader—member exchange and job design on productivity and satisfaction: Testing a dual attachment model
resolves10.1016/1048-9843(95)90036-5
Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective
resolves10.1111/j.1744-6570.1997.tb00903.x
EFFECTS OF LEADERSHIP STYLE AND PROBLEM STRUCTURE ON WORK GROUP PROCESS AND OUTCOMES IN AN ELECTRONIC MEETING SYSTEM ENVIRONMENT
resolves10.1111/j.1741-6248.1989.00077.x
Work and Family in the United States: A Critical Review and Agenda for Research and Policy
resolves10.1016/1048-9843(95)90014-4
Relationships of managerial effectiveness and advancement to self-reported and subordinate-reported leadership behaviors from the multiple-linkage mode
resolves10.1177/001872679504800504
Managing the Work-Nonwork Boundary: An Assessment of Organizational Responses
resolves10.1177/014920639802400105
Multidimensionafity of Leader-Member Exchange: An Empirical Assessment through Scale Development
resolves10.2307/3069354
MODERATORS OF THE RELATIONSHIP BETWEEN WORK-FAMILY CONFLICT AND CAREER SATISFACTION.
resolves10.2307/1556364
INTEGRATING JUSTICE AND SOCIAL EXCHANGE: THE DIFFERING EFFECTS OF FAIR PROCEDURES AND TREATMENT ON WORK RELATIONSHIPS.
resolves10.1111/j.1559-1816.1999.tb00144.x
The Effects of Leader and Subordinate Characteristics in the Development of Leader–Member Exchange Quality<sup>1</sup>
resolves10.2307/256591
JUSTICE AS A MEDIATOR OF THE RELATIONSHIP BETWEEN METHODS OF MONITORING AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR.
resolves10.1287/orsc.3.3.398
The Duality of Technology: Rethinking the Concept of Technology in Organizations
resolves10.2307/2393855
Boundary Control: The Social Ordering of Work and Family Time in a High-Tech Corporation
resolves10.1016/s1048-9843(99)80007-1
Rethinking leader-member exchange: An organizational justice perspective
resolves10.1002/job.146
So, how do people really use their handheld devices? An interactive study of wireless technology use
resolves10.1016/s1048-9843(99)80009-5
Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic practices
resolves10.1016/s0747-5632(00)00018-2
Electronic monitoring in their own words: an exploratory study of employees' experiences with new types of surveillance
resolves10.4018/joeuc.2001040101
A Study of Remote Workers and Their Differences from Non-Remote Workers
resolves10.2307/257021
PERCEIVED ORGANIZATIONAL SUPPORT AND LEADER-MEMBER EXCHANGE: A SOCIAL EXCHANGE PERSPECTIVE.
resolves10.1002/job.157
Where is the line between benign and invasive? An examination of psychological barriers to the acceptance of awareness monitoring systems
The 22 references without a DOI — listed, not checked
no DOI — not checkedComputer performance monitoring and fairness: The role of feedback
no DOI — not checkedDesigning, Implementing, and Utilizing Computerized Performance Monitoring: Enhancing Organizational Justice
no DOI — not checkedE-leading in Organizations and its Implications for Theory, Research and Practice
no DOI — not checkedref7
no DOI — not checkedCriticism (Informal negative feedback) as a source of perceived unfairness in organizationas: Effects, mechanisms, and countermeasures
no DOI — not checkedref9
no DOI — not checkedInteractional justice: Communication criteria of fairness
no DOI — not checkedref12
no DOI — not checkedLeader-member exchange agreement: Examining the influence of supervisory-subordinate agreement on LMX relationships
no DOI — not checkedChallenges in ubiquitous data management
no DOI — not checkedThe social side of fairness: Interpersonal and informational classes of organisational justice
no DOI — not checkedLeading groups in organizations
no DOI — not checkedref29
no DOI — not checkedref35
no DOI — not checkedref46
no DOI — not checkedGoing wireless: Behaviour and practice of new mobile phone users
no DOI — not checkedLMX meets the psychological contract: looking inside the black box of leader-member exchange
no DOI — not checkedThe nature and determinants of IT acceptance, routinization, and infusion
no DOI — not checkedThe folly of theorizing "A" but testing "B" A selective level-of-analysis review of the field and a detailed leadermember exchange illustration
no DOI — not checkedref68
no DOI — not checkedThe computer for the 21 st century
no DOI — not checkedref72
What this badge says. CiteStamped means the CHECKABLE references of this
work were clean at the dated check: each resolved to a known work in a public registry, and none
carried a retraction notice at that time. It says nothing about the quality, findings,
or importance of the work itself, and nothing about references deposited without a DOI.
checked 2026-08-29 — re-checked daily as this page is visited; titles and statuses come from Crossref and DataCite and are not part of the signed record
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