Team Performance Science Guide · Part VII · evidence chain
Performance Science Library
Every evidence pill in Performix traces back through this library. Source papers and books are ingested by the Research-to-Model Engine; constructs, validated measures, and survey items are derived from them and weighted by evidence strength.
196 sources
818 findings
915 constructs
525 survey items
last update 2026-07-08
BOOK
Schneider, B., & Barbera, K. M. (Eds.) (2014). The Oxford Handbook of Organizational Climate and Culture. Oxford University Press.
Ingested 2026-06-13 · 18 findings extracted · 43 constructs derived
The chapter cites seminal works, including Schneider and Reichers (1983) for climate definition and Schein (2010) for culture exploration.
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Constructs derived (5)
Introduction and Overview of the HandbookSUPPORT
Organizational Climate ResearchSUPPORT
Organizational Culture ResearchSUPPORT
Concluding Comments on Climate and Culture HistorySUPPORT
Background, Purpose, and Goals of the HandbookSUPPORT
Key historical milestones are presented, tracing the evolution of climate research from Lewin's initial conceptualizations in the 1930s to contemporary applications.
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Notable literature, such as the works of Deal and Kennedy (1982) and Pettigrew (1979), are referenced to highlight the development of cultural frameworks within organizational contexts.
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Empirical studies demonstrating the impact of defined climates on employee behavior and organizational outcomes are also invoked throughout the chapter.
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The chapter draws upon various scholarly references, including seminal works in industrial psychology and organizational behavior.
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Key studies cited include Lyman Porter's observations, the ASA model by Schneider (1987), and validation studies by Schmidt & Hunter (1998).
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The chapter references foundational models, including the ASA paradigm (Schneider, 1987) and the distinctions made by Jackson (1966) regarding socialization tactics.
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Empirical research highlights the significance of strong organizational climates in promoting desired behaviors and outcomes (Bowen & Ostroff, 2004).
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Examples from industries like healthcare and education illustrate the tangible effects of fragmented culture on SOT programs.
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Cited studies underscore the impact of leader behavior on team dynamics and unit performance outcomes, further detailing how climate influences organizational results (Kozlowski & Doherty, 1989).
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The Role of Socialization, Orientation, and Training Programs in Transmitting Culture and Climate and Enhancing Performance (part 2/2)
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Motivational Tactics
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The chapter references seminal works on performance management that highlight its impact on organizational culture (Schneider et al., 2011) and employee behavior.
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It cites specific examples from successful organizations, such as Google and Pret A Manger, illustrating effective performance management practices that align culture with performance expectations.
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The authors include critical analyses from Pulakos and O’Leary (2011) which highlight why traditional performance management fails and how self-management can drive engagement.
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Evidence-based management principles are discussed, advocating for research-backed approaches to performance management rather than reliance on intuition (Pfeffer & Sutton, 2006).
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Key studies and theories related to employee engagement, motivation, and performance feedback are mentioned to underline concepts of continuous learning and adaptive leadership within organizations.
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The Climate and Culture of Leadership in Organizations
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