Daniel J. Svyantek, Auburn University, USA.Kevin T. Mahoney, Louisiana Tech University, USA>

• Chapter 1. Received Wisdom, Kernels of Truth, and Boundary Conditions in Organizational Studies: Developing Organizational Science Through Questions, Kevin T. Mahoney and Daniel J. Svyantek.Chapter 2. Fear and Loathing at Work: A Savage Journey to the Heart of Received Wisdom on Generational Difference, Lisa A. Steelman and Mary Margaret Sudduth.Chapter 3. The Case of Mondays: Examining Workplace Rumors About Stress, Larissa K. Barber, Brandon W. Smit, and Mindy K. Shoss.Chapter 4. Do Management Scholars Mistakenly Believe in the Capacity of Self-Efficacy, Jeffrey B. Vancouver, Justin M. Weinhardt, Michael A. Warren, Amanda R. Cameron, Justin D. Purl, Anastasia L. Milakovic, and Xiaofei Li.Chapter 5. Abusive Supervision and the High-Impact Employee: Hurting Our Most Valuable Resource, Jeremy Mackey, Rachel Kane, Pamela Perrewe, and Vickie Gallagher.Chapter 6. Supervisor Power × Subordinate Political Skill Interaction on Work Relationship Quality: Alternative Interaction Forms as a Function of Dyadic Influence Dynamics, Rachel E. Kane, Arthur D. Martinez, Darren C. Treadway, and Gerald R. Ferris.Chapter 7. Managing Organizational Deviance: Focusing on Causes, Not Symptoms, Melissa B. Gutworth, Dana M. Morton, and Jason J. Dahling.Chapter 8. Against All Evidence: General and Specific Ability in Human Resource Management, Malcolm James Ree, Mark S. Teachout, and Thomas R. Carretta.Chapter 9. The Conceptual Versus Empirical Distinctiveness of Work Performance Constructs: The Impact of Work Performance Items, Nichelle C. Carpenter and Winfred Arthur Jr.Chapter 1. Keeping Women in Their Place: The Joint Influence of Target Gender and Interpersonal Hierarchy Expectations on Contextual Performance Requirements, Dan S. Chiaburu, Heather C. Kissack, and Marianne Schmid Mast.Chapter 10. From Role Conflict to Evaluation Discordance: How Do Conflicting Performance Evaluations Affect Risk Taking in Multiple Audience Contexts, Edward Bishop Smith.Chapter 11. Rethinking the Validity of Interviews for Employment Decision Making: Implications of Recent Developments in Meta-Analysis, In-Sue Oh, Bennett E. Postlethwaite, and Frank L. Schmidt.Chapter 12. Meta-Analysis as Received Wisdom in the Organizational Sciences: Is It Meeting Its Intended Objectives? John E. Baur, B. Parker Ellen III, Philip S. DeOrtentiis, M. Ronald Buckley, and Gerald R. Ferris.Chapter 13. The Commonality of Perceptual Error in the Evaluation of Interunit Interdependence: Implications for Dysfunctional Coordination, J. Daniel Sherman.Chapter 14. Received Wisdom, Groupthink, and Organizational Ethical Culture, Ronald R. Sims and William I. Sauser, Jr.About the Authors.

Daniel J. Svyantek, Auburn University, USA.Kevin T. Mahoney, Louisiana Tech University, USA>

• Chapter 1. Received Wisdom, Kernels of Truth, and Boundary Conditions in Organizational Studies: Developing Organizational Science Through Questions, Kevin T. Mahoney and Daniel J. Svyantek.Chapter 2. Fear and Loathing at Work: A Savage Journey to the Heart of Received Wisdom on Generational Difference, Lisa A. Steelman and Mary Margaret Sudduth.Chapter 3. The Case of Mondays: Examining Workplace Rumors About Stress, Larissa K. Barber, Brandon W. Smit, and Mindy K. Shoss.Chapter 4. Do Management Scholars Mistakenly Believe in the Capacity of Self-Efficacy, Jeffrey B. Vancouver, Justin M. Weinhardt, Michael A. Warren, Amanda R. Cameron, Justin D. Purl, Anastasia L. Milakovic, and Xiaofei Li.Chapter 5. Abusive Supervision and the High-Impact Employee: Hurting Our Most Valuable Resource, Jeremy Mackey, Rachel Kane, Pamela Perrewe, and Vickie Gallagher.Chapter 6. Supervisor Power × Subordinate Political Skill Interaction on Work Relationship Quality: Alternative Interaction Forms as a Function of Dyadic Influence Dynamics, Rachel E. Kane, Arthur D. Martinez, Darren C. Treadway, and Gerald R. Ferris.Chapter 7. Managing Organizational Deviance: Focusing on Causes, Not Symptoms, Melissa B. Gutworth, Dana M. Morton, and Jason J. Dahling.Chapter 8. Against All Evidence: General and Specific Ability in Human Resource Management, Malcolm James Ree, Mark S. Teachout, and Thomas R. Carretta.Chapter 9. The Conceptual Versus Empirical Distinctiveness of Work Performance Constructs: The Impact of Work Performance Items, Nichelle C. Carpenter and Winfred Arthur Jr.Chapter 1. Keeping Women in Their Place: The Joint Influence of Target Gender and Interpersonal Hierarchy Expectations on Contextual Performance Requirements, Dan S. Chiaburu, Heather C. Kissack, and Marianne Schmid Mast.Chapter 10. From Role Conflict to Evaluation Discordance: How Do Conflicting Performance Evaluations Affect Risk Taking in Multiple Audience Contexts, Edward Bishop Smith.Chapter 11. Rethinking the Validity of Interviews for Employment Decision Making: Implications of Recent Developments in Meta-Analysis, In-Sue Oh, Bennett E. Postlethwaite, and Frank L. Schmidt.Chapter 12. Meta-Analysis as Received Wisdom in the Organizational Sciences: Is It Meeting Its Intended Objectives? John E. Baur, B. Parker Ellen III, Philip S. DeOrtentiis, M. Ronald Buckley, and Gerald R. Ferris.Chapter 13. The Commonality of Perceptual Error in the Evaluation of Interunit Interdependence: Implications for Dysfunctional Coordination, J. Daniel Sherman.Chapter 14. Received Wisdom, Groupthink, and Organizational Ethical Culture, Ronald R. Sims and William I. Sauser, Jr.About the Authors.