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ABSTRACT

We present a targeted review of recent developments and advances in digital selection procedures (DSPs) with particular attention to advances in internet-based techniques. By reviewing the emergence of DSPs in selection research and practice, we highlight five main categories of methods (online applications, online psychometric testing, digital interviews, gamified assessment and social media). We discuss the evidence base for each of these DSP groups, focusing on construct and criterion validity, and applicant reactions to their use in organizations. Based on the findings of our review, we present a critique of the evidence base for DSPs in industrial, work and organizational psychology and set out an agenda for advancing research. We identify pressing gaps in our understanding of DSPs, and ten key questions to be answered. Given that DSPs are likely to depart further from traditional non-digital selection procedures in the future, a theme in this agenda is the need to establish a distinct and specific literature on DSPs, and to do so at a pace that reflects the speed of the underlying technological advancement. In concluding, we, therefore, issue a call to action for selection researchers in work and organizational psychology to commence a new and rigorous multidisciplinary programme of scientific study of DSPs.  相似文献   
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Drawing on the theoretical framework of social cognitive theory, our study explores the multilevel mediation model in which moral disengagement (level-1) mediates the direct relationships between knowledge hiding by supervisors from subordinates (KHSS: level-2) and supervisor directed organizational citizenship behavior (SOCB: level-1) and supervisor directed silence (SS: level-1). Drawing on multi-sourced, multi-timed, and multilevel data of 306 subordinates nested within 83 supervisors, multilevel structural equation modeling (ML-SEM) was used to test the proposed model. The results demonstrate that KHSS, first, fosters subordinates’ moral disengagement, which in turn reduces their SOCB and enhances their SS. Our findings offer several useful theoretical and managerial implications of the negative consequences of supervisor knowledge hiding in organizations. As one of the first studies to provide empirical evidence for the existence of supervisor knowledge hiding (i.e. KHSS), this research highlights the consequences of KHSS on subordinates’ moral disengagement, SOCB, and SS.  相似文献   
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