For decades, scholars and managers alike have shared a sustained interest in harnessing
the talents of high-performing employees primarily due to their disproportionate …

Building on research on star performance, gender, and situational constraints, we introduce
a longitudinal process model explaining the gender gap in star emergence. We argue that …

In recent decades, scholars' and practitioners' interest in star performers and high‐potential
employees (HiPos) has increased dramatically. To date, however, researchers have …

The introduction of algorithmic performance management has generated significant concern
with regard to employee trust in organizations. Although algorithms may be viewed as …

Star employees are typically expected to perform in-role (ie, core job tasks) and extra-role
(ie, colleague assistance and guidance) tasks, which can affect their individual performance …

Recent revelations have brought to light the misconduct of high performers across various
fields and occupations who were promoted up the organizational ladder rather than …

Previous studies have shown that employees perform better by acquiring knowledge and
skills from domain-specific experts. In this research, we depart from this perspective to focus …

Although star employees have been well documented as having a series of positive impacts
in organizations, there is emerging evidence that they also negatively influence non-stars …

Teamwork has been at the core of human social organization for millennia and is essential
for organizational productivity and innovation. Yet teamwork often is not as effective as it …

Star employees are characterized by their high-status position in organizations. Yet,
important distinctions in stardom are likely to exist among stars within an organization …