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We contribute to the growing evidence of the positive effect of use of online peer feedback tools on students’ teamwork skills development. We do so by exploring individual and contextual factors underlying satisfaction with using a peer feedback system alongside team projects. Employing path analytical framework and bootstrap methods, we analysed data from an international sample of 100 project teams in management studies. Drawing on procedural justice theory, we theorised and found support that students’ uncertainty avoidance orientation and virtuality in collaboration were positively related to their satisfaction with use of a peer feedback system. Such satisfaction in turn allowed them to be more effective team members. Our findings provide evidence for higher education institutions and instructors considering the adoption of online peer feedback systems alongside teamwork in their curricula. Specifically, peer feedback appears to be effective in the development of teamwork skills and students appreciate the opportunity to provide feedback to their peers in a structured and dedicated environment. Our findings are timely and of important practical significance as educational institutions increasingly rely on the use of computer-mediated technology during the COVID-19 pandemic.
Magda B. L. Donia; Merce Mach; Tom A. O’Neill; Stéphane Brutus. Student satisfaction with use of an online peer feedback system. Assessment & Evaluation in Higher Education 2021, 1 -15.
AMA StyleMagda B. L. Donia, Merce Mach, Tom A. O’Neill, Stéphane Brutus. Student satisfaction with use of an online peer feedback system. Assessment & Evaluation in Higher Education. 2021; ():1-15.
Chicago/Turabian StyleMagda B. L. Donia; Merce Mach; Tom A. O’Neill; Stéphane Brutus. 2021. "Student satisfaction with use of an online peer feedback system." Assessment & Evaluation in Higher Education , no. : 1-15.
Aims and Objectives To explore mentorship pairing practices for new graduate nurses in a tertiary care hospital. Background Many organizations have implemented mentorship transition programs to decrease new nursing graduate turnover in the first two years of practice. Little is known about mentorship pairing processes. Design An interpretive descriptive qualitative study was conducted in a multi‐campus academic health science centre in Ontario, Canada. The COREQ reporting guideline was used. Methods Thirty‐one semi‐structured interviews were conducted from July 2018 to July 2019 in a multi‐campus academic health science centre with new nursing graduates, experienced nurses and nurse leaders who participated in the New Graduate Guarantee program or were involved in the mentor‐mentee pairing process in 2016 or 2017. Data collected was analyzed using thematic analysis within the groups and triangulated across groups. Results Neither the new graduates nor the mentors were aware of the pairing processes. Nursing leaders relied on their knowledge of the participants to pair new graduates and mentors with many stating participants’ personalities were considered. New graduates and mentors described making an initial connection and socialization as important themes related to facilitating the pairing process. Organizational influences on pairing included taking breaks together, the location of the final student placement, and the management of workload and scheduling. Conclusions Increased awareness and transparency regarding nursing mentorship pairing processes is required. Pairing processes suggested by participants warrant further investigation to determine efficacy. Relevance Findings reinforce the need to discuss and research nursing specific mentorship pairing processes.
Robin Devey Burry; Dawn Stacey; Chantal Backman; Magda B.L. Donia; Michelle LaLonde. Exploring pairing of new graduate nurses with mentors: An interpretive descriptive study. Journal of Clinical Nursing 2020, 29, 2897 -2906.
AMA StyleRobin Devey Burry, Dawn Stacey, Chantal Backman, Magda B.L. Donia, Michelle LaLonde. Exploring pairing of new graduate nurses with mentors: An interpretive descriptive study. Journal of Clinical Nursing. 2020; 29 (15-16):2897-2906.
Chicago/Turabian StyleRobin Devey Burry; Dawn Stacey; Chantal Backman; Magda B.L. Donia; Michelle LaLonde. 2020. "Exploring pairing of new graduate nurses with mentors: An interpretive descriptive study." Journal of Clinical Nursing 29, no. 15-16: 2897-2906.
Despite the presence of guiding legislation such as the United Nations Guiding Principles, respect for human rights is subject to the conscience of organizational actors. Given that some transnational corporations are more powerful than nation states, they play an important role in the economies in which they operate, often with far-reaching impact on the labor conditions and human rights protections within these countries. In the current global context, respect for human rights may be undermined when organizational decision-makers are tempted to ignore unethical practices due to considerations such as competition and short-term financial incentives. We propose that the higher standards to which younger generations increasingly hold corporations provide a compelling and “business case” incentive for the protection of human rights of external stakeholders by organizational decision-makers. Drawing on related research on corporate social responsibility and on projections regarding demographical changes in the workplace worldwide, we make the case for a bottom-line advantage to respecting human rights in attracting and retaining top talent in work organizations. We conclude by highlighting the theoretical and practical implications of our theorizing.
Magda B. L. Donia; Salvador Herencia Carrasco; Sara Seck; Robert McCorquodale; Sigalit Ronen. The Theorized Relationship between Organizational (Non)Compliance with the United Nations Guiding Principles on Human Rights and Desired Employee Workplace Outcomes. Sustainability 2020, 12, 2130 .
AMA StyleMagda B. L. Donia, Salvador Herencia Carrasco, Sara Seck, Robert McCorquodale, Sigalit Ronen. The Theorized Relationship between Organizational (Non)Compliance with the United Nations Guiding Principles on Human Rights and Desired Employee Workplace Outcomes. Sustainability. 2020; 12 (5):2130.
Chicago/Turabian StyleMagda B. L. Donia; Salvador Herencia Carrasco; Sara Seck; Robert McCorquodale; Sigalit Ronen. 2020. "The Theorized Relationship between Organizational (Non)Compliance with the United Nations Guiding Principles on Human Rights and Desired Employee Workplace Outcomes." Sustainability 12, no. 5: 2130.
Drawing on self-determination theory (SDT), we propose and test a model to explain the process by which abusive supervision leads to negative work outcomes. The results of time lagged survey data collected from 306 full-time employees indicate that abusive supervision leads to lower autonomous motivation, higher controlled motivation, and higher amotivation. These motivational states in turn are found to negatively affect employees’ job satisfaction, counterproductive work behaviors, innovative behaviors, and intentions to quit the job. Our findings support the role of motivation as an explanatory mechanism by which abusive supervision negatively affects important employee work outcomes. Practical implications of this study and future research directions are discussed.
Sigalit Ronen; Magda M. Donia. From Abusive Supervision to Work Outcomes: The Role of Autonomous and Controlled Motivation. Academy of Management Proceedings 2018, 2018, 1 .
AMA StyleSigalit Ronen, Magda M. Donia. From Abusive Supervision to Work Outcomes: The Role of Autonomous and Controlled Motivation. Academy of Management Proceedings. 2018; 2018 (1):1.
Chicago/Turabian StyleSigalit Ronen; Magda M. Donia. 2018. "From Abusive Supervision to Work Outcomes: The Role of Autonomous and Controlled Motivation." Academy of Management Proceedings 2018, no. 1: 1.
Magda B.L. Donia; Thomas A. O'Neill; Stéphane Brutus. The longitudinal effects of peer feedback in the development and transfer of student teamwork skills. Learning and Individual Differences 2018, 61, 87 -98.
AMA StyleMagda B.L. Donia, Thomas A. O'Neill, Stéphane Brutus. The longitudinal effects of peer feedback in the development and transfer of student teamwork skills. Learning and Individual Differences. 2018; 61 ():87-98.
Chicago/Turabian StyleMagda B.L. Donia; Thomas A. O'Neill; Stéphane Brutus. 2018. "The longitudinal effects of peer feedback in the development and transfer of student teamwork skills." Learning and Individual Differences 61, no. : 87-98.
Employing a sample of 197 employee-supervisor dyads, we explore whether employees’ attitudes and underlying motivation for engaging in organizational citizenship behaviours (OCBs) differentially relate to supervisors’ assessments of their individual performance and reward recommendations. We theorized that employees who perform OCBs with self-serving motives would be low on affective commitment and high on equity sensitivity, and that such individuals would receive lower performance ratings and fewer reward recommendations than those who are high on affective commitment, low on equity sensitivity, and more selflessly motivated. Our results suggest that employees with high affective commitment, low equity sensitivity, and high selfless motives were more likely to receive positive supervisor performance ratings and high reward recommendations. We also found that affective commitment moderated the mediating path of prosocial values (a selfless motive) on the relationship between OCBs and reward recommendations. Practical implications and future research directions are discussed.
Magda B. L. Donia; Gary Johns; Usman Raja; Ahmed Khalil Ben Ayed. Getting credit for OCBs: potential costs of being a good actor vs. a good soldier. European Journal of Work and Organizational Psychology 2017, 27, 188 -203.
AMA StyleMagda B. L. Donia, Gary Johns, Usman Raja, Ahmed Khalil Ben Ayed. Getting credit for OCBs: potential costs of being a good actor vs. a good soldier. European Journal of Work and Organizational Psychology. 2017; 27 (2):188-203.
Chicago/Turabian StyleMagda B. L. Donia; Gary Johns; Usman Raja; Ahmed Khalil Ben Ayed. 2017. "Getting credit for OCBs: potential costs of being a good actor vs. a good soldier." European Journal of Work and Organizational Psychology 27, no. 2: 188-203.
Employing a time-lagged sample of 371 North American individuals working full time in a wide range of industries, occupations, and levels, we contribute to research on employee outcomes of corporate social responsibility (CSR) attributions as substantive (cause-serving) or symbolic (self-serving). Utilizing a mediated moderation model, our study extends previous findings by explaining how and why CSR attributions are related with work-related attitudes and subsequent individual performance. In support of our hypotheses, our findings indicate that the relationships between CSR attributions and individual performance are mediated through person–organization fit and work-related attitudes. Additionally, when CSR is perceived as important, substantive CSR is positively related to, and symbolic CSR is negatively related to, perception of fit with the organization. These findings contribute toward our understanding of the complex effect CSR has on employees’ work outcomes. Practical implications and future research directions are discussed.
Magda B. L. Donia; Sigalit Ronen; Carol-Ann Tetrault Sirsly; Silvia Bonaccio. CSR by Any Other Name? The Differential Impact of Substantive and Symbolic CSR Attributions on Employee Outcomes. Journal of Business Ethics 2017, 157, 503 -523.
AMA StyleMagda B. L. Donia, Sigalit Ronen, Carol-Ann Tetrault Sirsly, Silvia Bonaccio. CSR by Any Other Name? The Differential Impact of Substantive and Symbolic CSR Attributions on Employee Outcomes. Journal of Business Ethics. 2017; 157 (2):503-523.
Chicago/Turabian StyleMagda B. L. Donia; Sigalit Ronen; Carol-Ann Tetrault Sirsly; Silvia Bonaccio. 2017. "CSR by Any Other Name? The Differential Impact of Substantive and Symbolic CSR Attributions on Employee Outcomes." Journal of Business Ethics 157, no. 2: 503-523.
Using three samples aggregating over 1,000 working adults, we developed and tested a measure of Substantive and Symbolic Corporate Social Responsibility (CSR-SS). The resultant 14-item CSR-SS scale is a reliable and parsimonious measure that is best represented by two broad and distinctive factors—substantive and symbolic attributions of CSR. Our findings provide evidence of a solid nomological network and criterion validity, supporting predictions that when employees attribute CSR as substantive, greater benefits accrue to the individual and the organisation as a whole than when CSR is attributed as symbolic. This measure contributes a valid and reliable tool toward the advancement of micro CSR research on both negative and positive consequences of organisations’ CSR proclaimed initiatives.
Magda B.L. Donia; Carol-Ann Tetrault Sirsly; Sigalit Ronen. Employee Attributions of Corporate Social Responsibility as Substantive or Symbolic: Validation of a Measure. Applied Psychology 2016, 66, 103 -142.
AMA StyleMagda B.L. Donia, Carol-Ann Tetrault Sirsly, Sigalit Ronen. Employee Attributions of Corporate Social Responsibility as Substantive or Symbolic: Validation of a Measure. Applied Psychology. 2016; 66 (1):103-142.
Chicago/Turabian StyleMagda B.L. Donia; Carol-Ann Tetrault Sirsly; Sigalit Ronen. 2016. "Employee Attributions of Corporate Social Responsibility as Substantive or Symbolic: Validation of a Measure." Applied Psychology 66, no. 1: 103-142.
Interest in corporate social responsibility (CSR) has grown beyond traditional macro-level research to also consider employee-level outcomes of CSR. This nascent stream has focused on the relationship between organizational CSR initiatives and employee outcomes within the organization. Distinguishing between substantive and symbolic CSR (i.e. genuine CSR vs. greenwashing), we argue that to understand employee outcomes requires identifying their underlying attributions of their organizations’ CSR initiatives and the process by which these differential attributions are formed. Integrating theorizing and findings from the organizational behavior, marketing, and strategy literature, we propose a model of employee attribution formation of organizational CSR initiatives as substantive versus symbolic to differentiate the positive outcomes to organizations when causally evaluated as engaging in substantive CSR, from the null or possibly negative employee outcomes when these initiatives are attributed as symbolic. Implications for practice and applications to management are also discussed.
Magda B.L. Donia; Carol-Ann Tetrault Sirsly. Determinants and consequences of employee attributions of corporate social responsibility as substantive or symbolic. European Management Journal 2016, 34, 232 -242.
AMA StyleMagda B.L. Donia, Carol-Ann Tetrault Sirsly. Determinants and consequences of employee attributions of corporate social responsibility as substantive or symbolic. European Management Journal. 2016; 34 (3):232-242.
Chicago/Turabian StyleMagda B.L. Donia; Carol-Ann Tetrault Sirsly. 2016. "Determinants and consequences of employee attributions of corporate social responsibility as substantive or symbolic." European Management Journal 34, no. 3: 232-242.
Drawing from implicit leadership theories we advance servant leadership theory by examining moderating mechanisms that explain under what conditions servant leader behaviours impact followers in organizations. Specifically, we focused on the moderating role of subordinates’ motivational orientations—prosocial values or impression management motives—in relationships between servant leadership behaviours and job satisfaction, as well as subordinate organizational citizenship behaviours (OCBs). Using time-lagged data collected from 192 supervisor-subordinate dyads, we found that servant leadership was positively associated with employees’ job satisfaction, but not significantly related to their performance of OCBs. We also found evidence that subordinates’ motives moderate the relationships between servant leadership and outcomes. Specifically, employees high on impression management experienced lower levels of job satisfaction than their lower scoring counterparts. Our findings suggest that servant leadership may not be equally beneficial for all followers. We discuss implications for theory and practice.
Magda B.L. Donia; Usman Raja; Alexandra Panaccio; Zheni Wang. Servant leadership and employee outcomes: the moderating role of subordinates’ motives. European Journal of Work and Organizational Psychology 2016, 25, 722 -734.
AMA StyleMagda B.L. Donia, Usman Raja, Alexandra Panaccio, Zheni Wang. Servant leadership and employee outcomes: the moderating role of subordinates’ motives. European Journal of Work and Organizational Psychology. 2016; 25 (5):722-734.
Chicago/Turabian StyleMagda B.L. Donia; Usman Raja; Alexandra Panaccio; Zheni Wang. 2016. "Servant leadership and employee outcomes: the moderating role of subordinates’ motives." European Journal of Work and Organizational Psychology 25, no. 5: 722-734.
Using social exchange theory, we propose a three-way interaction of despotic leadership, leader member exchange (LMX), and perceived organizational politics (POP) to predict employee job performance, organizational citizenship behaviors (OCBs), and creativity. Using two-source field data (N = 480) with independent measures for predictors (self-reports) and outcomes (peer-reports), we tested our hypotheses using moderated regression analyses. The results indicate that despotic leadership is negatively related to the three employee outcomes, and that the effects are stronger under conditions of high LMX or high POP. A three-way interaction suggests that the negative relationship between despotic leadership and the three dependent variables is strongest when both LMX and POP are high. Our study addresses an important and unexplored area of the dark side of leadership and its interplay with perceived politics and LMX to better predict important outcomes in a new cultural setting.
Saima Naseer; Usman Raja; Fauzia Syed; Magda B.L. Donia; Wendy Darr. Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors. The Leadership Quarterly 2016, 27, 14 -33.
AMA StyleSaima Naseer, Usman Raja, Fauzia Syed, Magda B.L. Donia, Wendy Darr. Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors. The Leadership Quarterly. 2016; 27 (1):14-33.
Chicago/Turabian StyleSaima Naseer; Usman Raja; Fauzia Syed; Magda B.L. Donia; Wendy Darr. 2016. "Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors." The Leadership Quarterly 27, no. 1: 14-33.
Recognizing that bullying can occur in varying degrees of severity, the current study suggest the importance of individual traits in individual perceptions of being targets of bullying and ensuing emotional exhaustion. The present study extends the work environment hypothesis and trait activation theory by a joint investigation of the mediating role of (a) workplace bullying in linking perceived organization politics and perceived organization support with emotional exhaustion and (b) the moderating role of Type A behavioral pattern in influencing the mediation. Using a field sample of 262 employees working in different organizations of Pakistan, this study tested a moderated mediation model. Results were consistent with the hypothesized model, in that workplace bullying mediated the relationship of perceived organization politics and perceived organization support with emotional exhaustion. Type A behavior moderated the perceived politics-bullying, perceived support-bullying, and bullying-emotional exhaustion relationships. The mediation of bullying varied with levels of Type A behavior in these relationships.
Saima Naseer; Usman Raja; Magda Bezerra Leite Donia. Effect of Perceived Politics and Perceived Support on Bullying and Emotional Exhaustion: The Moderating Role of Type A Personality. The Journal of Psychology 2016, 150, 1 -20.
AMA StyleSaima Naseer, Usman Raja, Magda Bezerra Leite Donia. Effect of Perceived Politics and Perceived Support on Bullying and Emotional Exhaustion: The Moderating Role of Type A Personality. The Journal of Psychology. 2016; 150 (5):1-20.
Chicago/Turabian StyleSaima Naseer; Usman Raja; Magda Bezerra Leite Donia. 2016. "Effect of Perceived Politics and Perceived Support on Bullying and Emotional Exhaustion: The Moderating Role of Type A Personality." The Journal of Psychology 150, no. 5: 1-20.
Alexandra Panaccio; Magda Donia; Sarah Saint-Michel; Robert C. Liden. Servant leadership and wellbeing. Flourishing in Life, Work and Careers 2015, 334 -358.
AMA StyleAlexandra Panaccio, Magda Donia, Sarah Saint-Michel, Robert C. Liden. Servant leadership and wellbeing. Flourishing in Life, Work and Careers. 2015; ():334-358.
Chicago/Turabian StyleAlexandra Panaccio; Magda Donia; Sarah Saint-Michel; Robert C. Liden. 2015. "Servant leadership and wellbeing." Flourishing in Life, Work and Careers , no. : 334-358.
In line with findings that organizational citizenship behaviors (OCBs) may be driven by selfless and self-serving motives, we sought to determine supervisor effectiveness in distinguishing good soldiers from good actors.
Magda B. L. Donia; Gary Johns; Usman Raja. Good Soldier or Good Actor? Supervisor Accuracy in Distinguishing Between Selfless and Self-Serving OCB Motives. Journal of Business and Psychology 2015, 31, 23 -32.
AMA StyleMagda B. L. Donia, Gary Johns, Usman Raja. Good Soldier or Good Actor? Supervisor Accuracy in Distinguishing Between Selfless and Self-Serving OCB Motives. Journal of Business and Psychology. 2015; 31 (1):23-32.
Chicago/Turabian StyleMagda B. L. Donia; Gary Johns; Usman Raja. 2015. "Good Soldier or Good Actor? Supervisor Accuracy in Distinguishing Between Selfless and Self-Serving OCB Motives." Journal of Business and Psychology 31, no. 1: 23-32.
Using three samples aggregating over 1,000 working adults, we developed and tested a measure of Substantive and Symbolic Corporate Social Responsibility (CSR-SS). The resultant 15-item CSR-SS scale is a reliable and parsimonious measure that is best represented by two general and distinctive factors – substantive and symbolic attributions of CSR. Furthermore, our findings provide evidence for a solid nomological network and criterion validity supporting our predictions that when employees attribute CSR as substantive greater positive benefits accrue to the organization than when CSR is attributed as symbolic. Practical implications and future research directions are addressed.
Magda Donia; Sigalit Ronen; Carol-Ann Tetrault Sirsly. Validation of a Measure of Employee Attributions of CSR as Substantive or Symbolic. Academy of Management Proceedings 2015, 2015, 12556 -12556.
AMA StyleMagda Donia, Sigalit Ronen, Carol-Ann Tetrault Sirsly. Validation of a Measure of Employee Attributions of CSR as Substantive or Symbolic. Academy of Management Proceedings. 2015; 2015 (1):12556-12556.
Chicago/Turabian StyleMagda Donia; Sigalit Ronen; Carol-Ann Tetrault Sirsly. 2015. "Validation of a Measure of Employee Attributions of CSR as Substantive or Symbolic." Academy of Management Proceedings 2015, no. 1: 12556-12556.
Using a sample of 352 students we test the benefits of repeated use of a centralized peer evaluation system (PES) on student effectiveness and confidence working in different teams over six semesters. Our results suggest it is repeated use of the PES that accrues the most value in generating teamwork performance and confidence providing peer feedback. Specifically, given the incremental and cumulative gains we identified, an important implication of our work is the evidence we uncovered of the value of incorporating the use of the system throughout undergraduate students’ entire educational experience. We also explore whether the performance gains from use of the system transfer to the workplace and found a positive effect on participants’ work performance in the form of organizational citizenship behaviors.
Magda Donia; Thomas A. O'neill; Stephane Brutus. "Peer Feedback Increases Team Member Performance, Confidence and Work Outcomes: A Longitudinal Study". Academy of Management Proceedings 2015, 2015, 12560 -12560.
AMA StyleMagda Donia, Thomas A. O'neill, Stephane Brutus. "Peer Feedback Increases Team Member Performance, Confidence and Work Outcomes: A Longitudinal Study". Academy of Management Proceedings. 2015; 2015 (1):12560-12560.
Chicago/Turabian StyleMagda Donia; Thomas A. O'neill; Stephane Brutus. 2015. ""Peer Feedback Increases Team Member Performance, Confidence and Work Outcomes: A Longitudinal Study"." Academy of Management Proceedings 2015, no. 1: 12560-12560.
S. Brutus; M. B. L. Donia; S. Ronen. Can Business Students Learn to Evaluate Better? Evidence From Repeated Exposure to a Peer-Evaluation System. Academy of Management Learning & Education 2013, 12, 18 -31.
AMA StyleS. Brutus, M. B. L. Donia, S. Ronen. Can Business Students Learn to Evaluate Better? Evidence From Repeated Exposure to a Peer-Evaluation System. Academy of Management Learning & Education. 2013; 12 (1):18-31.
Chicago/Turabian StyleS. Brutus; M. B. L. Donia; S. Ronen. 2013. "Can Business Students Learn to Evaluate Better? Evidence From Repeated Exposure to a Peer-Evaluation System." Academy of Management Learning & Education 12, no. 1: 18-31.
This conceptual paper proposes when and how corporate social responsibility (CSR) initiatives perceived as substantive or symbolic by employees will translate into employee behaviors. We outline mechanisms to explain when organizational-level care toward external stakeholders leads to individual-level caring of employees toward their organization. More specifically, we argue the importance of employee interpretations of organizations’ CSR initiatives as substantive or symbolic, by detailing the process by which those perceived by employees as substantive lead to their performance of organizational citizenship behaviors (OCBs), while those perceived as symbolic are more strongly related to counterproductive work behaviors (CWBs). These proposed processes and relationships underscore the role of externally directed organizational actions in influencing internally directed employee behaviors. In addition to contributing to theory development, we provide managers with practical implications in considering their choice of CSR initiatives.
Magda Donia; Carol-Ann Tetrault Sirsly; Gary Johns; Catalin Ratiu. Doing Good or Just Good Enough: Employee Outcomes of Corporate Social Responsibility. Academy of Management Proceedings 2012, 2012, 1 .
AMA StyleMagda Donia, Carol-Ann Tetrault Sirsly, Gary Johns, Catalin Ratiu. Doing Good or Just Good Enough: Employee Outcomes of Corporate Social Responsibility. Academy of Management Proceedings. 2012; 2012 (1):1.
Chicago/Turabian StyleMagda Donia; Carol-Ann Tetrault Sirsly; Gary Johns; Catalin Ratiu. 2012. "Doing Good or Just Good Enough: Employee Outcomes of Corporate Social Responsibility." Academy of Management Proceedings 2012, no. 1: 1.
Stéphane Brutus; Magda B. L. Donia. Improving the Effectiveness of Students in Groups With a Centralized Peer Evaluation System. Academy of Management Learning & Education 2010, 9, 652 -662.
AMA StyleStéphane Brutus, Magda B. L. Donia. Improving the Effectiveness of Students in Groups With a Centralized Peer Evaluation System. Academy of Management Learning & Education. 2010; 9 (4):652-662.
Chicago/Turabian StyleStéphane Brutus; Magda B. L. Donia. 2010. "Improving the Effectiveness of Students in Groups With a Centralized Peer Evaluation System." Academy of Management Learning & Education 9, no. 4: 652-662.
S. Brutus; M. Donia. THE MULTIPLE BENEFITS OF USING A CENTRALIZED PEER EVALUATION SYSTEM IN A BUSINESS SCHOOL. Academy of Management Proceedings 2009, 2009, 1 -6.
AMA StyleS. Brutus, M. Donia. THE MULTIPLE BENEFITS OF USING A CENTRALIZED PEER EVALUATION SYSTEM IN A BUSINESS SCHOOL. Academy of Management Proceedings. 2009; 2009 (1):1-6.
Chicago/Turabian StyleS. Brutus; M. Donia. 2009. "THE MULTIPLE BENEFITS OF USING A CENTRALIZED PEER EVALUATION SYSTEM IN A BUSINESS SCHOOL." Academy of Management Proceedings 2009, no. 1: 1-6.