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Business and Management

D-Index
37
Citations
12408
World Ranking
1908
National Ranking
303

Overview

Catherine Truss is affiliated with King's College London in the United Kingdom. Their research spans across the fields of Business, Management and Accounting, and Social Sciences, with a focus on subfields such as Organizational Behavior and Human Resource Management, Strategy and Management, Demography, Management Information Systems, and Economics and Econometrics.

The main topics of their work include Supply Chain Resilience and Risk Management, Workplace Spirituality and Leadership, Management and Organizational Studies, Job Satisfaction and Organizational Behavior, Accounting and Organizational Management, COVID-19 Pandemic Impacts, and Organizational and Employee Performance.

Frequent publication venues include the International Journal of Management Reviews, Human Relations, Journal of Business Ethics, Frontiers in Public Health, and bioRxiv (Cold Spring Harbor Laboratory).

Recent papers authored or co-authored by Truss include the following:

  • "The COVID-19 Pandemic: What can we learn from past research in organizations and management?" (2021), International Journal of Management Reviews
  • "Developing Insights through Reviews: Reflecting on the 20th Anniversary of theInternational Journal of Management Reviews" (2020), International Journal of Management Reviews
  • "Ethics and the Future of Meaningful Work: Introduction to the Special Issue" (2023), Journal of Business Ethics
  • "Expanding the Conversation through 'Debate Essays' and 'Review Methodology' Papers" (2020), International Journal of Management Reviews
  • "Walking back to happiness: The resurgence of latent callings in later life" (2022), Human Relations

Truss frequently collaborates with several co-authors, including Dermot Breslin, Evgenia I. Lysova, Adrian Madden, Christopher Michaelson, and Marjolein Lips-Wiersma.

Best Publications

  • The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

    Kerstin Alfes;Amanda Shantz;Catherine Truss;Emma Soane

  • The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

    Kerstin Alfes;Amanda Shantz;Catherine Truss;Emma Soane

  • Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory

    Catherine Truss;Amanda Shantz;Emma Soane;Kerstin Alfes

  • Soft and Hard Models of Human Resource Management: A Reappraisal

    Catherine Truss;Lynda Gratton;Veronica Hope-Hailey;Patrick McGovern

  • Development and application of a new measure of employee engagement: the ISA engagement scale

    Emma Soane;Catherine Truss;Kerstin Alfes;Amanda Shantz

  • Development and Application of a New Measure of Employee Engagement: the ISA Engagement Scale

    Emma Soane;Catherine Truss;Kerstin Alfes;Amanda Shantz

  • The Relationship Between Line Manager Behavior, Perceived HRM Practices, and Individual Performance: Examining the Mediating Role of Engagement

    Kerstin Alfes;Catherine Truss;Emma C. Soane;Chris Rees

  • Complexities and Controversies in Linking HRM with Organizational Outcomes

    Catherine Truss

  • The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours

    Amanda Shantz;Kerstin Alfes;Catherine Truss;Emma Soane

  • The role of employee engagement in the relationship between job design and task performance, citizenship and deviant behaviours

    Amanda Shantz;Kerstin Alfes;Catherine Truss;Emma Soane

  • The HR department's role in organisational performance

    Veronica Hope Hailey;Elaine Farndale;Catherine Truss

  • Human resource management on the line

    Patrick McGovern;Lynda Gratton;Veronica Hope-Hailey;Philip Stiles

  • Strategic human resource management: a conceptual approach

    Catherine Truss;Lynda Gratton

  • Strategic Human Resource Management: Corporate Rhetoric and Human Reality

    Lynda Gratton;Veronica Hope-Hailey;Philip Stiles;Catherine Truss

  • Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory

    Catherine Truss;Amanda Shantz;Emma Soane;Kerstin Alfes

  • Employee engagement in multinational organizations

    Catherine Truss;Kerstin Alfes;Rick Delbridge;Amanda Shantz

  • Strategic Human Resource Management

    Catherine Truss;David Mankin;Clare Kelliher

  • The association of meaningfulness, wellbeing and engagement with absenteeism: a moderated mediation model

    Emma Soane;Amanda Shantz;Kerstin Alfes;Catherine Truss

  • The link between HR practices, performance and wellbeing: the moderating role of organisational trust

    Kerstin Alfes;Amanda Shantz;Catherine Truss

  • Linking individual performance to business strategy: The people process model

    Lynda Gratton;Veronica Hope-Hailey;Philip Stiles;Catherine Truss

  • Paying the piper: choice and constraint in changing HR functional roles

    Catherine Truss;Lynda Gratton;Veronica Hope-Hailey;Philip Stiles

  • The three-dimensional people strategy: Putting human resources policies into action

    Lynda Gratton;Catherine Truss

  • Performance management and the psychological contract

    Philip Stiles;Lynda Gratton;Catherine Truss;Veronica Hope-Hailey

  • A chameleon function? HRM in the ‘90s

    Veronica Hope-Hailey;Lynda Gratton;Patrick McGovern;Philip Stiles

Frequent Co-Authors

Patrick C. Flood
Patrick C. Flood Dublin City University
Rick Delbridge
Rick Delbridge Cardiff University
Elaine Farndale
Elaine Farndale Pennsylvania State University

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