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Organisational Psychology

Includes all aspects of Organisational Psychology, and related subjects such as group relations.

Below are digital reports etc that are part of the MBS Portal. For much more digital and print content, please use the search box, right.

Our picks

The dynamics of change: Tavistock approaches to improving social systems

In this article, Dr Mannie Sher, Director, Group Relations Programme, and Principal Researcher-Consultant at the Tavistock Institute of Human Relations in London outlines some of the main theories and methods used by the Tavistock Institute and the Tavistock Clinic, and uses case studies ranging from banks to health organisations to show how these concepts and techniques are used in change management and to improve board effectiveness.

Occupational stress and wellbeing in the Underwater Mission Unit, Hellenic Coast Guard, Greece

Accumulating evidence has shown that occupational stress has been one of the most crucial factors in the organizational world.

The mediating role of person-environment fit in the relation between perceived investment in employee development and work attitudes

Drawing on person-environment (P-E) fit theory, this full paper from the Organizational Psychology track of BAM 2013 documents the mediating effects of person-organization (P-O) fit and person-job (P-J) fit on the relationships between employees’ perceptions of organizational investment in employee development and their work outcomes, including organizational commitment and job satisfaction.

Competent targets: the role of social network antecedents and outcomes in social undermining between team members

This developmental paper from the Organizational Psychology track of BAM 2013 investigates when and why social undermining occurs.

Linking creativity and job performance: the role of learning goal orientation and LMX

The past thirty years have seen increasingly advances in the study of creativity and its antecedents.

Nothing but lone fighters? a case study of field service employees in the telecommunications industry

This developmental paper from the Organizational Psychology track of BAM 2013 reports findings from an in-depth case study in the field service of a telecommunications firm.

Identifying overconfidence: what do core self-evaluations contribute?

Overconfidence is a decision-making bias which makes people overly optimistic about the precision of their estimates and answers.

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