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Publisher: Wiley-Blackwell

Volume 73, Number 1, 1 March 2020

Editorial: A new beginning
pp. 3-4(2)
Author: Erdogan, Berrin

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The study of behavioral ethics within organizations: A special issue introduction
pp. 5-17(13)
Authors: Mitchell, Marie S.; Reynolds, Scott J.; Treviño, Linda K.

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A business frame perspective on why perceptions of top management's bottom‐line mentality result in employees’ good and bad behaviors
pp. 19-41(23)
Authors: Babalola, Mayowa T.; Greenbaum, Rebecca L.; Amarnani, Rajiv K.; Shoss, Mindy K.; Deng, Yingli; Garba, Omale A.; Guo, Liang

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How do employees react to leaders’ unethical behavior? The role of moral disengagement
pp. 73-93(21)
Authors: Fehr, Ryan; Fulmer, Ashley; Keng‐Highberger, Fong T.

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Feeling activated and acting unethically: The influence of activated mood on unethical behavior to benefit a teammate
pp. 95-123(29)
Authors: Umphress, Elizabeth E.; Gardner, Richard G.; Stoverink, Adam C.; Leavitt, Keith

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The building blocks of shared leadership: The interactive effects of diversity types, team climate, and time
pp. 125-150(26)
Authors: Kukenberger, Michael R.; D'Innocenzo, Lauren

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Team tenure and team performance: A meta‐analysis and process model
pp. 151-198(48)
Authors: Gonzalez‐Mulé, Erik; S. Cockburn, Bethany; W. McCormick, Brian; Zhao, Peng

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Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity
pp. 199-225(27)
Authors: He, Wei; Hao, Po; Huang, Xu; Long, Li‐Rong; Hiller, Nathan J.; Li, Shao‐Long

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Anticipated Reviews*
pp. 238-238(1)

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