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M. Ronald Buckley

Researcher at University of Oklahoma

Publications -  145
Citations -  4942

M. Ronald Buckley is an academic researcher from University of Oklahoma. The author has contributed to research in topics: Human resource management & Job performance. The author has an hindex of 40, co-authored 145 publications receiving 4422 citations.

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An accountability account: A review and synthesis of the theoretical and empirical research on felt accountability

TL;DR: In this paper, the authors focus on the individual-level accountability concept of felt accountability (also referred to in the literature as simply accountability), which can be described as the perceptions of one's personal accountability.
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Measurement Errors in the Behavioral Sciences: The Case of Personality/Attitude Research:

TL;DR: In this article, an analysis of published data sets affords estimates of the amount of trait, method, and error variance of measures used in the social/behavioral sciences, and it was found that traits accounted for less than 50 percent of the variance in construct measures among the entire group of data sets included in the study.
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Managing inpatriates: Building a global core competency

TL;DR: In this article, the authors outline the need for inpatriation while presenting the issues which will arise in the inpatreeation process and present a step-by-step process to accomplish the process.
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Measurement Error and Theory Testing in Consumer Research: An Illustration of the Importance of Construct Validation

TL;DR: This article presented an illustration of the impact of measurement error upon theory testing and highlighted the need to improve construct measures that are used in consumer behavior research, and pointed out that theoretical relationships are often evaluated in the absence of validity.
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Awareness of temporal complexity in leadership of creativity and innovation: A competency-based model

TL;DR: In this article, the authors integrate research on social aspects of time, leadership, and innovation into a competency-based model, and suggest that awareness of temporal complexity has a significant impact on the leader competency set that is critical to lead people effectively in innovation-focused projects.