Org Psych

Martins (2011)

(Can't find, may be okay to skip) OD suffers from poor quality research (can't do true experiments easily) Review of organizational change research Episodic v continuous change Managerial choice v determinism Lewin (Unfreeze, move, refreeze)

Schneider, Ehrhart, & Macey (2011)

(May not be important to study) Org climate (Practices that embed culture into the organization) and org culture have many similarities but they can each learn from the other. Need both constructs. Focusing just on values is not good enough; one must also focus on strategic behavior. Focusing on people is not good enough; one must also focus on the important strategic outcomes. Focusing on polices, practices, and procedures is not good enough; one must also focus on socialization practices, myths, and stories.

Shoss, Eisenberger, Restubog, & Zagenczyk (2013)

Abusive supervision leads to lower POS Relationship moderated by supervisor embodiment of the organization

Kammayer-Mueller, & Wanberg (2003)

Adjustment to a new job. Antecedents (pre-entry knowledge, proactive personality, socialization influence, perceived alternatives) Proximal outcomes (task mastery, role clarity, work group cohesion, political knowledge) Distal outcomes (organizational commitment, work withdrawal, Turnover) Higher pre-entry knowledge leads to better proximal outcomes. Perceived alternatives was related to lower org commitment

Colquitt et al. (2012)

All three types of justice (distributive, procedural, interpersonal) lead to affective and cognition-based trust Affect based trust leads to normative commitment (feel obligated towards employer) Cognition based trust leads to uncertainty (or lack thereof) Normative commitment and uncertainty lead to performance

Schneider, Goldstein, & Smith (1995)

Argues for ASA model (Attraction, Selection, Attrition). Companies are homogeneous and become more homogeneous over time.

Ragins (2012)

Asked editors about their pet peeves of others' writing. 1. Foggy writing 2. Ask readers to read author's mind 3. What's the story/narrative of the article

Podsakoff, Podsakoff, Mishra, & Escue (2018)

At what point in someone's career should they pursue High Impact Articles (HIA)? A majority of HIA are published by professors before they are tenured What is involved in making an HIA: Author characteristics, Article characteristics, Journal characteristics

Cascio & Aguinis (2008)

Big scientist practitioner gap Rewards for researchers disincentivises practitioner oriented research Practitioner/Academic journals are way different from each other

Schneider, Salvaggio, & Subirats (2002)

Climate strength (SD) is an important variable. It moderates the relationship between employee ratings of service climate and customer perceptions of service quality

Gonzalez-Roma & Hernandez (2014)

Climate uniformity (similarity of climate perceptions) has advantages over climate strength (dispersion of climate perceptions) for intrateam communication quality, task conflict, and team performance

DeChurch, Mesmer-Magnus, & Doty (2013)

Collectivist processes tend to be good while individual processes tend to be negative for teams (Review. Don't even know what this means) (May not need to know)

Marlow et al. (2018)

Communication and team effectiveness (familiarity for example). Quality of communication is more important than frequency of communication. Familiarity and face to face teams have stronger relationships between communication and performance. Information elaboration and knowledge sharing have stronger relationships than the number of interactions (the type of communication is critical for stronger performance)

Hartnell, Ou, & Kinicki (2011)

Competing values framework (CVF) Clan, Adhocracy, Hierarchy, Market. Only modest support for the idea that these values create companies that dominate in that area. (e.g., Market better than adhocracy for innovation) Part of the reason for this is that these values are often not competing but can co-exist within the same organization. Perhaps we would have more success looking at full profiles of culture rather than categorizing based on the dominant culture

Higgins, & Thomas (2001)

Constellation of support is what changes outcomes. Total amount of career assistance should be the focus of our studies.

Deng, Coyle-Shapiro, & Yang (2018)

Contract violation on the part of the organization is related to resource depletion (but high organizational identification people affected much more) Low professional identification people were also affected much more. Largely Unaffected: low organizational identification and high professional identification

Skarlicki et al. (2016)

Customer justice (customers showing you respect and decency) relates to customer-directed sabotage (put on hold, intentionally transferred to wrong department) at call center but only when low moral identity and high supervisor injustice

Ford, Heinen, & Langkamer, (2007)

Difference between Work interfering with family and family interfering with work. In their model, particular stressors lead to an aggregate variable (WIF/FIW) which is related to satisfaction (Work/Family) Meta-analysis For WIF: Job stress had highest relationship. Job involvement, work support (negatively), and hours worked per week were also related. For FIW: Family stress and family conflict were strongest predictors. Family hours and family support (negatively) were also related Stress seems to be the most important variable although there are certainly other factors WIF was more negatively related to family satisfaction for those with kids

Hartnell et al. (2019)

Differences in organizational cultures (CVF). Modest support for CVF. Culture is distinct from leadership. Leadership, strategy, structure, culture are all interrelated. So attempting to change the culture without pursuing change in these other areas are likely to be ineffective

Van de ven, & Sun (2011)

Different types of change: Teleology (Planned change): Driven by dissatisfaction about the organization. Typical breakdowns: Lack of recognition, group think, Lack of consensus Life Cycle (Regulated change): Organizations change naturally as they develop/grow. Typical breakdowns: Resistance to change, Lack of compliance Dialectic (Conflictive change): Confrontation, conflict, leading to a synthesis of differing perspectives. Typical breakdowns: Destructive conflict, Power imbalance, Irresolvable differences Evolution (competitive change): Adaptation to the environment for strategic reasons All of these changes occur at the same time

Deci, Koestner, & Ryan (1999)

Different types of rewards have differential effects on intrinsic motivation. Task non-contingent, engagement contingent, completion contingent. Unexpected rewards and task-noncontingent rewards had no effect on intrinsic motivation. However, rewards that were based on performing well, engaging with the task, or completing the task had a negative impact on intrinsic motivation

Dhanani, Beus, & Joseph (2015)

Discrimination impacts employee health via justice and job stress (stronger predictor). Job stress also leads to job satisfaction and org commitment which is related to turnover intentions and OCBs Observed discrimination is often worse for outcomes than actual, experienced discrimination Interpersonal discrimination is just as harmful as formal discrimination

Settles, Cortina, Buchanan, & Miner (2012)

Discrimination leads to scholarly alienation and negative climate leading to job satisfaction Perceptions of organizational sexism towards women related to worse job satisfaction for both men and women. This relationship operates through scholarly alienation and negative climate For men, gender derogation (negative comments about men) was related to job satisfaction via scholarly alienation. For women, gender derogation was related to job satisfaction via negative climate

Pfeffer (1998)

Discusses various theories and practices in organizational research Changing organizational landscape: Increasing externalization of the employment relation and development of new employment contract. Change in size of organizations with more growth in smaller businesses (Businesses are shrinking) Increasing influence of external markets on organizational governance and decision-making Models of behavior: Economic model (presume behaviors are rational. People won't do what you want unless you incentivize them) Social model (Behavior is embedded in a social context) Retrospectively rational model (People behave in ways that are consistent with their past behavior) Moral model (People pursue morals in addition to pleasure) Mechanisms of social control: Rewards, incentives, and surveillance, Commitment and socialization process, Organizational culture, Leadership Structural contingency theory: There is no one way of organizing but not all ways are equal

Whetten (1989)

Discusses what is and is not theory What, How, Why, Who? How and why questions are theory. Others are not

Sutton, & Staw (1995)

Discusses what is not theory References, Data, Lists, Diagrams, Hypotheses are not theory Maybe focusing on theory isn't good? Is it too much to ask that all journal articles be theoretical? Theory can be illustrative even if no data

De Jong, & Dirks (2012)

Dispersion of trust behaviors is important for team performance. Mean trust in a unit is favorable for unit performance but only if dispersion is low. High peer monitoring of performance is lowers trust but only if everyone is doing it.

Cullen-Lester, Webster, Edwards, & Braddy (2019)

Do employees really view all change negatively? Positive change is good for employees and outcomes. So not all change is viewed negatively. But negative change is more salient than positive change

Boswell, Ship, Payne, & Culbertson (2009)

Employees have higher satisfaction when they just start a new job (honeymoon period). Satisfaction wanes over time.

Shin, Taylor, & Seo (2012)

Employees often react negatively to change which makes them change averse. How can we mitigate this? Organizational inducements and psychological resilience are important for employee commitment to (affective and normative), and supportive behaviors of, change Reward people for adopting the new change!

Bezrukova, Spell, Caldwell, & Burger (2016)

Faultlines (Differences in age/race) and internal conflict are bad for performance but external conflict can be good (It can unify group members; MLB study)

Landry et al. (2017)

Financial incentives lower felt competency and autonomy. These have an impact on autonomous and controlled motivation which influences performance. Distributive justice has the opposite effect on felt competency and autonomy Distributive justice and financial incentives interact to predict felt competency and autonomy. High financial incentives are worse when distributive justice is low

Summers, Humphrey, & Ferris (2012)

Flux in coordination is what causes problems when team members leave. important members of team cause more coordination flux when they leave. If replacement is high on cognitive ability, there is lower flux. Flux is negatively related to information transfer and performance

Kerr (1975)

Folly of rewarding for A while hoping for B. We often reward/punish behaviors intentionally and unintentionally that encourage behaviors we don't want to encourage

Dunford et al (2012)

For newcomers and job changers, there is a significant positive trend for burnout and a negative quadratic trend (burnout increases over time and then levels off). Burnout for insiders (those who have gotten past the transition phase) is relatively stable with a slightly negative trend. We need to look at burnout dynamically and within persons

Mathieu, Tannenbaum, Donsbach, & Alliger (2014)

Four models of team composition Individual/team, focus/model Individual model and focus: cognitive ability, conscientiousness. Individual model, team focus: Organizing skills, cooperativeness Team models, individual focus: Cooperativeness of most central person, weakest member Team models, team focus: Functional diversity, Particular language skills or tacit knowledge (May not be one to study)

Kanfer, Frese, & Johnson 2017

History of motivation research. Motivation research in three categories. What desires, wants, and needs elicit action? What role do environmental factors play in motivation? Through what psychological processes and mechanisms do person and environment factors affect the direction, intensity, and persistence of action? Content oriented theories: Need fulfillment, Intrinsic motivation, Justice motives, Achievement, power, and affiliation, Personalized traits, Motivation orientations Context oriented theories: Extrinsic rewards, Task and job characteristics, Group and team level influences Process oriented theories: Goal choice (Which goals do you pursue), Expectancy theory, Theory of planned behavior Integrative approaches: Self-regulation, Goal setting theory, Resource allocation theory, Resource depletion

Wee, & Taylor (2018)

How does continuous organizational change occur and is it helpful. (propose a new model of organizational change) Work units create ongoing, routine change which accumulates over time to become continuous change. Ongoing bottom up change has important implications for organizations and is not looked at much. We mostly focus on episodic change (mostly top down) but this is missing a large piece of the puzzle

Avolio, Howell, & Sosik (1999)

Humor of leader was related to both individual and unit performance For transformational leadership, humor improved unit performance but decreased individual performance Laissez-Faire leadership was improved when they used humor But contingent rewards leadership was more effective with less humor

Porter et al. (2003)

Importance of backup behaviors Military task Legitimacy of need interacts with personality traits. Low conscientiousness means you back up others the same. High conscientiousness means you back up legitimate needs more but illegitmate needs less. Same for extraversion. Back up can be dysfunctional if it takes one away from other, important tasks

Maertz, & Boyar (2011)

In this review, the authors discuss WF balance, WF satisfaction, and enrichment. They also differentiate work-family (WF) research that conceptualizes and measures conflict as a consolidated level versus as a conflict event or episode (measured daily so it looks at the effects of immediate conflict rather than average levels of concluct. We need more research done on the episodic level

Judge, Piccolo, & Ilies (2004)

Initiating structure and consideration important (IS more important for performance while cons. more important for affect)

Sun, Song, & Lim (2013)

Job seeking is dynamic Within person analyses of job seeking are the most appropriate Self efficacy and failure avoidance interact on job seeking effort. High prevention and high self-efficacy = more interviews Self efficacy and promotion focus (View failure as a challenge) also interact. High promotion and self-efficacy = less interviews Job search efficacy has no main effect just interactions

Colquitt et al. (2013)

Justice meta-analysis (catch all) Justice relates to trust, task performance, OCBs, CWBs, organizational commitment, POS, positive affect, negative affect (negatively) and LMX. Relationship between justice and employee behaviors (task performance, OCBs, etc.) is mediated by attitudes and cognitions (trust, org commitment, POS, LMX, positive affect, negative affect (negatively))

Tse, Lam, Lawrence, & Huang (2013)

LMX comparison Social Comparison Orientation (SCO) People who compare more view people who have a different LMX with more contempt Contempt when LMX scores differ in either direction. Higher contempt lowered perceptions of help received

Welsh, Bush, Theil, & Bonner (2019)

Lofty goals can improve performance but they can also encourage unethical behavior. Learning goals (as opposed to outcome goals) decrease prevention focus while outcome goals increase prevention focus (leading to unethical behavior) Correlational and experimental studies

Gelfand, Leslie, Keller, & Dreu (2012)

Looked at conflict cultures (cooperative, avoidant, dominating) Cooperative cultures have better viability (cohesion, low burnout) and better service quality than dominant cultures Avoidant cultures have less creativity Leader conflict culture is related to unit conflict culture Collaborative is positive for safety climate, justice, and learning orientation while avoidant and dominating are negatively related to those variables (especially dominating)

House, Rousseau, & Thomas-Hunt (1995)

Macro and Micro theories are inadequate. We need to use a meso approach to OB (Integrate macro-level concepts with individual/group behavior).

Bauer et al. (2007)

Meta-analysis concerning socialization and newcomer adjustment Information seeking (seek to reduce uncertainty) and organizational socialization tactics (the strategy taken to disseminate information to the newcomer) lead to newcomer adjustment (role clarity, self-efficacy, social acceptance) which lead to outcomes (performance, job satisfaction, organizational commitment, intentions to remain, turnover)

Paustian-Underdahl, Walker, & Woehr (2014)

Meta-analysis investigating role congruency theory and gender differences in leadership Role congruency theory holds for male dominated jobs but not for female dominated jobs Women rated more effective in mid management but the same as men at other levels of management. When more men raters, men and women viewed equally. When more women, women favored. Self-ratings made by women are lower than self-ratings made by men

Rhoades & Eisenberger (2002)

Meta-analysis of Perceived Organizational Support (POS) Antecedents: Supervisor support, Fairness (strongest predictor), Rewards, Favorable job conditions Consequences: Organizational commitment, Job related affect, Job involvement, performance, Strains, Desire to remain with organization, Withdrawal behavior

Judge, & Piccolo (2004)

Meta-analysis of leadership styles. Transformational and transactional (management by exception active (anticipate issues and take corrective action) management by exception passive (wait until issues become a problem), laissez faire) All four types were significant when regressed together. Management by exception passive and laissez faire were negatively associated with outcomes Outcomes: Follower job satisfaction, follower satisfaction with leader, follower motivation, leader job performance, leader effectiveness, group performance

Wang, Waldman, & Zhang (2014)

Meta-analysis of shared leadership is related to team effectiveness. Overall relationship is .34. (Example item: "to what extent do crew members emphasize the meeting of deadlines?") However, what exactly is shared makes a difference. Shared traditional forms of leadership (initiating structure, and consideration) are less effective than emerging forms of leadership (transformational, charismatic) Shared leadership is more related to attitudes and behavioral processes than actual, in-role performance

Luscher, & Lewis (2008)

Middle managers need to be able to make sense of the changes coming Get comfortable with paradox (Delegate more but also be responsible for outcomes). Find ways to accomplish both goals (Delegate, but ask for frequent, detailed updates)

Petrou, Demetrouti, & Schaufeli (2018)

Model of change communication (might not need to know)

Podsakoff, Lepine, & Lepine (2007)

Not all stressors are related to turnover. Difference between challenge stressors and hindrance stressors. Both were positively related to strain but challenge stressors were positive for other outcomes

Stouten, Rousseau, & Cremer (2018)

Organizational change and development (OCD) Looked at common OCD strategies Examined the empirical basis for these strategies (Many are not very good or helpful) Lewin: Unfreeze, transition, refreeze Appreciative Inquiry Lots of other unsupported models Supported methods 1) Get facts regarding the nature of the problem 2) Assess and address the organization's readiness to change 3) Implement evidence based change intervention 4) Develop effective change leadership throughout the organization 5) Develop and communicate a compelling change vision 6) Work with social networks and tap into their influence 7) Use enabling practices to support implementation (Goal setting, learning, employee participation, fairness) 8) Assess change progress and outcomes over time 9) Institutionalize the change

Qin, Ren, Zhang, & Johnson (2015)

People infer justice in one dimension based on their observations on other dimensions

Judge, Bono, Illies, & Gerhart (2002)

Personality traits (which had fallen out of favor) predict leadership effectiveness. Big five (except agreeableness) all predict leadership effectiveness and emergence in the ways you would think. Extraversion was the strongest predictor Need to distinguish between leader emergence and leader effectiveness.

Dabos, & Rousseau (2004)

Probably can ignore. Employees and employers often have similar expectations and psychological contracts. When they do, positive things result

Johnson, Lanaj, & Barnes (2014)

Procedural justice depletes resources. Interpersonal justice replenishes resources Resource depletion leads to lowered OCBs Relationship between interpersonal justice and resource replenishment is stronger for people who are low in extraversion (Extroverts don't need as much replenishment replenishment and may get interpersonal satisfaction elsewhere)

Ferguson, & Peterson (2015)

Propensity to trust differences differences cause a downward spiral. They perceive others their coworkers as different from themselves which lowers trust and then the ensuing behaviors reinforce that lack of trust. This then reduces performance

De Wit, Greer, & Jehn (2012)

Relationship conflict and task conflict Task conflict can be good for group performance when controlling for other types of conflict. Relationship conflict is bad.

Roberson, Ryan, & Ragins (2017)

Review of diversity research. Initially concerned with protected classes (Probably don't need to know)

Cropanzano, Anthony, Daniels, & Hall (2017)

Review of social exchange theory (Repay others when they do positive things for us). Several problems 1) Many similar/overlapping constructs that are unorganized3) Does not distinguish between behavioral action and inaction (justice vs. no justice v. injustice v. no injustice. 4) Behavioral predictions are too general and imprecise

Rupp et al. (2017)

Review paper of justice types of justice : Distributive (perceived fairness of outcomes) Interpersonal (Disrespect from others which can include low information sharing) Procedural(Fairness of decisions and decision-making processes)

Schulte, Ostroff, Shmulyian, & Kinicki (2009)

Shape of climate profile is important. Climate elevation (high overall on multiple climate dimensions) is best Dimensions included: managerial support, communication, team focus, company vision, etc.

Halbeslben (2006)

Social support was not differentially related to different burnout dimensions (exhaustion, depersonalization, personal accomplishment) (contrary to matching hypothesis). However, when you take into account the source of social support (work group, family, friends) there is a matching element. Work support is more related to exhaustion (negatively) while non-work support is more related to depersonalization, personal accomplishment) Counters COR theory in that not all resources are helpful for all types of burnout

Salas, Kozlowski, & Chen (2017)

Summarize findings and developments in IOP as well as future outlook of the field. Building the workforce: New frameworks for individual differences including five factor model and GMA. More knowledge about optimal recruitment and selection. Training programs with an emphasis on learning mechanisms rather than program design. Importance of socialization and mentoring. Managing the workforce: Work motivation. Job attitudes and affect. Occupational health and safety. Employee stress and wellbeing. Work and job design. PM and appraisal. Leadership. Work groups and teams. Culture and climate. Managing Difference within and between organizations: Diversity. Discrimination. International and Cross-cultural issues Exiting Work: Withdrawal and turnover (shocks predict turnover). Career management and retirement

Ployhart, Weekley, & Baughman (2006)

Support for ASA model. Less variance in personality traits led to greater satisfaction. Find people who have similar traits to you to hire

Kammeyer-Mueller, Wanberg, Rubenstein, & Song (2013)

Support tends to dwindle over time We need support over time. Supervisor (but not coworker) support was beneficial for hedonic tone. Coworker (but not supervisor) undermining was bad for hedonic tone. This is true for initial levels of support but also for the slope of support. Some of these antecedents were also related to proactive socialization. Proactive socialization and hedonic tone subsequently were related to work outcomes (proactivity, social integration, org commitment, withdrawal, turnover)

Colquitt & Zapata-Phelan, 2007

Taxonomy (Graph) of theory building / theory testing We have more articles about theory building and theory testing than we did 50 years ago Five Discrete Article Types: 1) Reporters: Low theory building and low theory testing 2) Testers: High testing low building 3) Qualifiers: Medium on both 4) Builders: High building low testing 5) Expanders: High on both

Bell, Brown, Colaneri, & Outland (2018)

Team composition influences teamwork ABCs (affective, cognitive, behavioral). Affect is changed through group level affect and social contagion. Cognitive is changed through shared values and beliefs. Behavioral is changed by shared attributes (conscientious means more on time, sociable means more cohesion, etc.) Team attributes: Surface level (age, sex, race), Deep level (personality, traits, abilities, values). Deep attributes have a greater relationship to performance than surface level attributes When teams are based on surface level attributes, unity and cohesion is more unpredictable

Mathieu, Gallagher, Domingo, & Klock (2019)

Team research Catch All! Overview of team research (venn diagram): Structural features (task scope/complexity, virtuality), Compositional features (member ability, member churn, personality diversities) Mediating mechanisms (Trust, conflict, motivation) all contribute to team effectiveness. We need to look at teams as dynamic, and constantly evolving as the environment changes.

Marks, Mathieu, & Zaccaro (2001)

Teams go through cycles of transition and action. Transition examples: Goal specification, strategy formulation Action examples: Monitoring progress, Team monitoring and backup behavior, Coordination Also manage interpersonal processes (Conflict management, Motivation, Affect) Teams Pursue multiple objectives at once

Humphrey, Morgeson, & Mannor (2009)

Teams with more skill and experience do better Especially if the skilled/experienced members are important/central to the group (MLB study)

Locke & Latham (2002)

The authors summarize 35 years of empirical research on goal-setting theory. Goal setting catch all Moderators: Importance of goal attainment, Self-efficacy, Feedback, Task complexity We get satisfaction when we complete a goal Practical applications: Productivity, Performance appraisal, selection, Self-regulation at work

Heath & Sitkin (2001)

Three definitions of OB research (Big B, Contextualized B, Big O) Under-represented research topics Big-B: Fails core competence test Contextualized B: Relabeling/peripheral problems (Fails centrality test) Big O: Will help us understand Organizations (Might want a reminder on definitions of Big B, Big O etc.)

Lord et al. (2017)

Three phases of leadership research (review paper) Trait paradigm: Focus on intelligence and individual differences. First wave: Leadership behavior and follower attitudes. Initiating structure and consideration. Shift from leader traits to leader behavior. Second wave: Developed social-cognitive approaches to leadership as well as contingency theories (no one best way) Third wave: Expanding focus. Transformational and charismatic leadership. LMX. Gender and leadership. Team leadership.

De Jong, & Dormann (2006)

Three types of stressors: Cognitive, Emotional, Physical Extend double-match theories to propose a triple match theory (Match between stressor, strain, and resources type) Longitudinal study: Measured stressors of cognitive emotional and physical. Also measured strains and resources of all three types Support triple matching hypothesis. Resources are most effective when the resource matches the stressor and strain type

Shockley et al. (2017)

Three views of why WFC affects women more than men Rational view: Women spend more time with their familial duties so they experience more WFC (supported) Sensitization view: Women more typically experience WIF while men typically experience FIW (not supported) Boundary view: Women don't have the same boundaries/segmentation that men do so they experience more WIF and FIW (not supported)

Hauskenecht, Sturman, & Roberson (2011)

Trajectory of justice (distributive, procedural, interpersonal, informational) predicts job satisfaction, organizational commitment, and turnover intentions.

Wayne, Butts, Casper, & Allen (2017)

WFC Four concepts of WFC: Additive spillover, multiplicative spillover, balance satisfaction, balance effectiveness Multiplicative spillover: interaction between WFC and WF enrichment Multiplicative spillover supported for job satisfaction and turnover intentions but additive model supported for family satisfaction Balance satisfaction is different from balance effectiveness. Satisfaction predicted attitudes but only effectiveness predicted performance

Harrison, & Klein (2007)

What does diversity mean? Disparity (High power distance) Separation (SD of particular trait) Variety (Categorical understanding of diversity) Overall diversity v. perceived diversity We need to be clear about what type of diversity we are talking about

Berdahl, & Moore (2006)

Women and minorities face discrimination and harrasment in the workplace Additive vs multiplicative model of discrimination Additive supported

Probst (2015)

Workplace injury reporting study Low supervisor enforcement of safety policies leads to more underreporting Made worse when safety climate is poor although there was no main effect of safety climate Safety climate only matters when supervisor enforcement is low

Fallon (2018)

Writing well involves how you write, not just what you write Tantalizing Title Alluring Abstract Inviting Introduction Meticulous Method Revealing Results Discerning Discussion Stylish manuscript: Informal, personal, collaborative, confident