@article{simmons_carr_hsu_craig_2023, title={Intention to reengage in entrepreneurship: Performance feedback, sensation seeking and workaholism}, volume={165}, ISSN={["1873-7978"]}, DOI={10.1016/j.jbusres.2023.114042}, abstractNote={This study investigates whether prior success or failure feedback motivates individuals to reengage in entrepreneurship. Three studies test the moderating effects of the dispositional factors of sensation-seeking and workaholism on this relationship. Study 1 is a hybrid experiment that employs video manipulations to engage 136 student participants. Study 2 is a field survey with a sample of 189 real-world entrepreneurs who had shut down or discontinued a prior business. Study 3 is also a field survey with a sample of 340 ex-entrepreneurs who do not currently operate a business. The results of the three studies demonstrate that entrepreneurs' compulsion (i.e., sensation seeking and workaholism) can suppress cognition (i.e., prior performance feedback) in the decision of whether to reengage in entrepreneurship. These findings provide a psychological perspective that extends beyond commonly studied cognition and overconfidence theories.}, journal={JOURNAL OF BUSINESS RESEARCH}, author={Simmons, Sharon A. and Carr, Jon C. and Hsu, Dan and Craig, S. Bartholomew}, year={2023}, month={Oct} }
 @article{noble_foster_craig_2021, title={The procedural and interpersonal justice of automated application and resume screening}, volume={29}, ISSN={["1468-2389"]}, DOI={10.1111/ijsa.12320}, abstractNote={Abstract}, number={2}, journal={INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT}, author={Noble, Sean M. and Foster, Lori L. and Craig, S. Bartholomew}, year={2021}, month={Jun}, pages={139–153} }
 @article{craig_2013, title={The Devil's Marriage: Break Up the Corpocracy or Leave Democracy in the Lurch}, volume={66}, ISSN={["0031-5826"]}, DOI={10.1111/peps.12031_5}, abstractNote={Personnel PsychologyVolume 66, Issue 2 p. 525-526 Book Review Section Gary Brumback. The Devil's Marriage: Break Up the Corpocracy or Leave Democracy in the Lurch. Bloomington, Indiana: Authorhouse, 2011, 263 pages, $15.35 softcover. Reviewed by S. Bartholomew Craig, S. Bartholomew Craig Associate Professor of Psychology, North Carolina State University, Raleigh, NCSearch for more papers by this author Reviewed by S. Bartholomew Craig, S. Bartholomew Craig Associate Professor of Psychology, North Carolina State University, Raleigh, NCSearch for more papers by this author First published: 20 May 2013 https://doi.org/10.1111/peps.12031_5Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Volume66, Issue2Summer 2013Pages 525-526 RelatedInformation}, number={2}, journal={PERSONNEL PSYCHOLOGY}, author={Craig, S. Bartholomew}, year={2013} }
 @article{meade_craig_2012, title={Identifying Careless Responses in Survey Data}, volume={17}, ISSN={["1082-989X"]}, DOI={10.1037/a0028085}, abstractNote={When data are collected via anonymous Internet surveys, particularly under conditions of obligatory participation (such as with student samples), data quality can be a concern. However, little guidance exists in the published literature regarding techniques for detecting careless responses. Previously several potential approaches have been suggested for identifying careless respondents via indices computed from the data, yet almost no prior work has examined the relationships among these indicators or the types of data patterns identified by each. In 2 studies, we examined several methods for identifying careless responses, including (a) special items designed to detect careless response, (b) response consistency indices formed from responses to typical survey items, (c) multivariate outlier analysis, (d) response time, and (e) self-reported diligence. Results indicated that there are two distinct patterns of careless response (random and nonrandom) and that different indices are needed to identify these different response patterns. We also found that approximately 10%-12% of undergraduates completing a lengthy survey for course credit were identified as careless responders. In Study 2, we simulated data with known random response patterns to determine the efficacy of several indicators of careless response. We found that the nature of the data strongly influenced the efficacy of the indices to identify careless responses. Recommendations include using identified rather than anonymous responses, incorporating instructed response items before data collection, as well as computing consistency indices and multivariate outlier analysis to ensure high-quality data.}, number={3}, journal={PSYCHOLOGICAL METHODS}, author={Meade, Adam W. and Craig, S. Bartholomew}, year={2012}, month={Sep}, pages={437–455} }
 @article{kaiser_craig_overfield_yarborough_2011, title={Differences in managerial jobs at the bottom, middle, and top: A review of empirical research.}, volume={14}, ISSN={1550-3461 1088-7156}, url={http://dx.doi.org/10.1080/10887156.2011.570137}, DOI={10.1080/10887156.2011.570137}, abstractNote={It has become popular in the practices of leadership development and talent management to segment managers at different organizational levels in order to focus on the unique requirements thought to characterize jobs at each level. This movement has been spurred by popular books that emphasize differences in the nature of managerial work at different hierarchical levels. Seemingly independent of popular work in this area has been scientific research to describe differences in managerial jobs across organizational levels. The present article summarizes the extensive research literature on level differences in managerial jobs in terms of three broad generalizations: The number of distinct management levels, five different ways to characterize work at each level, and how radical differences in work at each level pose adaptive challenges to managers who transition into positions of greater authority and responsibility. The article closes with commentary on the current state of theory and research and offers su...}, number={2}, journal={The Psychologist-Manager Journal}, publisher={American Psychological Association (APA)}, author={Kaiser, Robert B. and Craig, S. Bartholomew and Overfield, Darren V. and Yarborough, Preston}, year={2011}, pages={76–91} }
 @article{kaiser_craig_2011, title={Do the behaviors related to managerial effectiveness really change with organizational level? An empirical test.}, volume={14}, ISSN={1550-3461 1088-7156}, url={http://dx.doi.org/10.1080/10887156.2011.570140}, DOI={10.1080/10887156.2011.570140}, abstractNote={Past research on how the requirements of managerial jobs differ across organizational levels has mostly been descriptive. No previously published study has directly tested whether the behaviors that predict effectiveness are different at different levels. The authors tested whether organizational level moderated the relationships between subordinate ratings on seven dimensions of managerial behavior and superior evaluations of overall effectiveness using a set of identical measures in a sample of 2,175 supervisors, middle managers, and executives representing 15 different industries and dozens of organizations in the United States. Multivariate analyses revealed significant differences in the pattern of behaviors associated with effectiveness across levels. Many differences were discontinuous (e.g., positive predictors of effectiveness at one level were negative predictors at another) and generally consistent with the dominant themes in the descriptive literature characterizing the unique requirements of ...}, number={2}, journal={The Psychologist-Manager Journal}, publisher={American Psychological Association (APA)}, author={Kaiser, Robert B. and Craig, S. Bartholomew}, year={2011}, pages={92–119} }
 @article{craig_2011, title={Leadership in Organizations, 7th edition}, volume={64}, ISSN={["0031-5826"]}, DOI={10.1111/j.1744-6570.2011.01228_3.x}, abstractNote={Personnel PsychologyVolume 64, Issue 4 p. 1056-1059 BOOK REVIEWS Leadership in Organizations (7th edition) by Gary Yukl S. Bartholomew Craig, S. Bartholomew Craig Associate Professor of Psychology, North Carolina State University, Raleigh, NC.Search for more papers by this author S. Bartholomew Craig, S. Bartholomew Craig Associate Professor of Psychology, North Carolina State University, Raleigh, NC.Search for more papers by this author First published: 20 November 2011 https://doi.org/10.1111/j.1744-6570.2011.01228_3.xCitations: 3Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Citing Literature Volume64, Issue4Winter 2011Pages 1056-1059 RelatedInformation}, number={4}, journal={PERSONNEL PSYCHOLOGY}, author={Craig, S. Bartholomew}, year={2011}, pages={1056–1059} }
 @article{hannum_craig_2010, title={Introduction to special issue on leadership development evaluation}, volume={21}, ISSN={["1048-9843"]}, DOI={10.1016/j.leaqua.2010.06.001}, number={4}, journal={LEADERSHIP QUARTERLY}, author={Hannum, Kelly M. and Craig, S. Bartholomew}, year={2010}, month={Aug}, pages={581–582} }
 @article{mitchelson_wicher_lebreton_craig_2009, title={Gender and Ethnicity Differences on the Abridged Big Five Circumplex (AB5C) of Personality Traits A Differential Item Functioning Analysis}, volume={69}, ISSN={["1552-3888"]}, DOI={10.1177/0013164408323235}, abstractNote={ The current study evaluates the measurement precision of the Abridged Big Five Circumplex (AB5C) of personality traits by identifying those items that demonstrate differential item functioning by gender and ethnicity. Differential item functioning is found in 33 of 45 (73%) of the AB5C scales, across gender and ethnic groups (Caucasian vs. African American). More differential item functioning is found by ethnic groups compared with gender groups. The amount of differential item functioning found in these personality measures suggests the need to consider differential item functioning in the construction of measures. The authors encourage those using the AB5C measure to discard or reword these problematic items. }, number={4}, journal={EDUCATIONAL AND PSYCHOLOGICAL MEASUREMENT}, author={Mitchelson, Jacqueline K. and Wicher, Eliza W. and LeBreton, James M. and Craig, S. Bartholomew}, year={2009}, month={Aug}, pages={613–635} }
 @article{kaiser_hogan_craig_2008, title={Leadership and the fate of organizations}, volume={63}, ISSN={["1935-990X"]}, DOI={10.1037/0003-066X.63.2.96}, abstractNote={This article concerns the real-world importance of leadership for the success or failure of organizations and social institutions. The authors propose conceptualizing leadership and evaluating leaders in terms of the performance of the team or organization for which they are responsible. The authors next offer a taxonomy of the dependent variables used as criteria in leadership studies. A review of research using this taxonomy suggests that the vast empirical literature on leadership may tell us more about the success of individual managerial careers than the success of these people in leading groups, teams, and organizations. The authors then summarize the evidence showing that leaders do indeed affect the performance of organizations--for better or for worse--and conclude by describing the mechanisms through which they do so.}, number={2}, journal={AMERICAN PSYCHOLOGIST}, author={Kaiser, Robert B. and Hogan, Robert and Craig, S. Bartholomew}, year={2008}, month={Feb}, pages={96–110} }
 @article{hannum_craig_2008, title={The Leadership Quarterly special issue on The Evaluation of Leadership Development}, volume={19}, ISSN={1048-9843}, url={http://dx.doi.org/10.1016/j.leaqua.2007.12.010}, DOI={10.1016/j.leaqua.2007.12.010}, number={1}, journal={The Leadership Quarterly}, publisher={Elsevier BV}, author={Hannum, Kelly and Craig, Bart}, year={2008}, month={Feb}, pages={133} }
 @article{kaiser_lindberg_craig_2007, title={Assessing the flexibility of managers: A comparison of methods}, volume={15}, ISSN={["1468-2389"]}, DOI={10.1111/j.1468-2389.2007.00366.x}, abstractNote={Despite keen interest, questions remain about defining and measuring the behavioral flexibility of managers. This paper reports a conceptual and empirical comparison of three alternative methods of assessing this construct. Results suggest that the way managerial flexibility is typically assessed in practice – as a trait‐like characteristic with coworker ratings that describe a general tendency to vary behavior across situations – is deficient. However, more complex models that represent flexibility as a higher‐order construct reflecting mastery of specific and opposing behaviors in both the social/interpersonal domain and the functional/organizational domain show promise. They demonstrate construct validity evidence, predict as much as 42% of the variance in overall effectiveness, and provide more specific diagnostic information to guide behavior change.}, number={1}, journal={INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT}, author={Kaiser, Robert B. and Lindberg, Jennifer T. and Craig, S. Bartholomew}, year={2007}, month={Mar}, pages={40–55} }
 @article{craig_hannum_2006, title={Research update: 360-degree performance assessment.}, volume={58}, ISSN={1939-0149 1065-9293}, url={http://dx.doi.org/10.1037/1065-9293.58.2.117}, DOI={10.1037/1065-9293.58.2.117}, number={2}, journal={Consulting Psychology Journal: Practice and Research}, publisher={American Psychological Association (APA)}, author={Craig, S. Bartholomew and Hannum, Kelly}, year={2006}, pages={117–124} }
 @article{kaiser_craig_2005, title={Building a Better Mouse Trap: Item Characteristics Associated With Rating Discrepancies in 360-Degree Feedback.}, volume={57}, ISSN={1065-9293}, url={http://dx.doi.org/10.1037/1065-9293.57.4.235}, DOI={10.1037/1065-9293.57.4.235}, number={4}, journal={Consulting Psychology Journal: Practice and Research}, publisher={American Psychological Association (APA)}, author={Kaiser, Robert B. and Craig, S. Bartholomew}, year={2005}, pages={235–245} }
 @misc{craig_2004, title={Introduction to nonparametric item response theory}, volume={7}, number={3}, journal={Organizational Research Methods}, author={Craig, S. B.}, year={2004}, pages={351–353} }
 @misc{craig_2004, title={Multilevel analysis: Techniques and applications.}, volume={57}, number={4}, journal={Personnel Psychology}, author={Craig, S. B.}, year={2004}, pages={1113–1116} }
 @article{craig_robert_2003, title={Applying item response theory to multisource performance ratings: What are the consequences of violating the independent observations assumption?}, volume={6}, ISSN={["1094-4281"]}, DOI={10.1177/1094428102239425}, abstractNote={ Multisource performance ratings involve multiple raters of a common target, thus violating the statistical assumption of independent observations. This study investigated the consequences of that violation on item response theory–based analyses of ratings in two domains of managerial performance. Using a differential item functioning framework, the authors found no significant differences in item parameters attributable to the violation. This finding suggests that item response theory can be applied to multisource ratings without discarding data in order to meet the independence assumption. }, number={1}, journal={ORGANIZATIONAL RESEARCH METHODS}, author={Craig, SB and Robert, RB}, year={2003}, month={Jan}, pages={44–60} }