Moore, Jo Ellen, Burke, Lisa A., and Susan E. Yager (in press). Fire Fighting Gone Wrong: The Overuse of Reactive Management in IT. In T. Ferratt and F. Niederman (Eds.), Managing IT Human Resources, an upcoming volume in the Research in Human Resource Management series from Information Age Publishing.
Ferratt, T., Agarwal, R., Brown, C.V., and Moore, J.E. (2005). IT Human Resource Management Configurations and Effectiveness in Achieving Ideal Turnover: Theoretic Synthesis and Empirical Analysis. Information Systems Research, 16(3), 237-255.
Moore, Jo Ellen, and Burke, Lisa A. (2004). Managing Limited-Perspective Bias in IT. In M. Igbaria and C. Shayo (Eds.), Strategies for Managing IS/IT Personnel, 248-263. Hershey PA: Idea Group Publishing.
Moore, Jo Ellen, and Burke, Lisa A. (2004). Reluctance to Report Reality in Troubled Technology Projects. In M. Igbaria and C. Shayo (Eds.), Strategies for Managing IS/IT Personnel, 282-299. Hershey PA: Idea Group Publishing.
Burke, Lisa A., and Moore,
Jo Ellen (2004). Turnover Culture: Toward Understanding the Problem of
Retaining Technology Professionals. In Jon Beard (Ed.), Managing Impressions
with Information Technology, 55-71,
Burke, Lisa A., and Moore,
Jo Ellen (2003). A Perennial Dilemma in Organizational Behavior Education:
Engaging the Traditional Student.
Moore, Jo Ellen, and Burke, Lisa A. (2002). How to Turn Around ‘Turnover Culture’ in IT. Communications of the ACM, 45(2), 73-78.
Powell, Anne, and Moore, Jo Ellen (2002). The Focus of Research in End User Computing: Where Have We Come Since the 1980's? Journal of End User Computing, 14(1), 3-22.
Niederman, Fred, Moore, Jo Ellen, and Yager, Susan E. (2002). A View from the SIGCPR Conference: What Have We Learned In This Decade? Computer Personnel, 20(4), 75-92.
Moore, Jo Ellen, Yager, Susan E., Sumner, Mary, and Crow, Galen B. (2001). Facilitating Career Changes into IT. Communications of the ACM, 44(7), 70-73.
Moore, Jo Ellen (2000). One Road to Turnover: An Examination of Work Exhaustion in Technology Professionals. MIS Quarterly, 24(1), 141-168.
Moore, Jo Ellen (2000). Why
Is This Happening? A Causal Attribution Approach to Work Exhaustion
Burke, Lisa A., and Moore, Jo Ellen (2000). The Reverberating Effects of Job Rotation: A Theoretical Exploration of Nonrotaters’ Fairness Perceptions. Human Resource Management Review, 10(2), 1-27.
Burke, Lisa A., and Moore, Jo Ellen (1999). Contemporary Satire of Corporate Managers: Time to Cut the Boss Some Slack? Business Horizons, July-August 1999, 63-67.
Moore, Jo Ellen (1999). Are You Burning Out Valuable Human Resources? HR Magazine, January 1999, 93-97.
Urbaczewski, Andrew, and
Moore, Jo Ellen (1999). Setting Up To Fail: The Case Of
Moore, Jo Ellen (1998). An
Empirical Test of the Relationship of Causal Attribution to Work Exhaustion
Consequences. In M.A. Rahim, R.T. Golembiewski, & C.C. Lundberg (Eds.), Current Topics in Management, Vol. 3, 49‑67.
Moore, Jo Ellen (1997). The Application of Job Rotation in End User Computing: Toward a Model for Research and Practice. Journal of End User Computing, Winter 1997, 4‑13.
Insch, Gary S., Moore, Jo Ellen, and Murphy, Lisa D. (1997). Content Analysis in Leadership Research: Examples, Procedures, and Suggestions for Future Use. Leadership Quarterly, 8, 1‑25.