Summary Although the passion that people demonstrate at work would appear to be a topic of considerable interest and importance to organizational scholars and practitioners, we know virtually nothing about it. In response, we introduce the work passion construct, discuss what we currently understand, and provide needed directions for future research. Copyright © 2013 John Wiley & Sons, Ltd.

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Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on individual, group/team/unit, and organization reputation fail to acknowledge each other. This sends the implicit message that reputation is a fundamentally different phenomenon at the three different levels of analysis. We tested the validity of this implicit assumption by conducting a multilevel review of the reputation literature, and drawing conclusions about the "level-specific" or "level-generic" nature of the reputation construct. The review results permitted the conclusion that reputation phenomena are essentially the same at all levels of analysis. Based on this, we frame a future agenda for theory and research on reputation. No less attention has been devoted to reputation in and of organizations over the years. For many years, Fortune magazine has published the results of its reputation index, and companies all over carefully monitor how they are perceived by their various constituencies, which include customers, financial investors, and the labor market. Unfortunately, there has been no systematic attempt to critically review and organize the vast literature on reputation in and of organizations to date, despite its recognized importance to the fundamental understanding of organizational behavior.In 2003, Ferris and his colleagues addressed the need for research in reputation, but they focused only at the individual level of analysis, specifically on "personal reputation in organizations." In the present paper, we argue that reputation phenomena are essentially the same across levels of analysis, and we conduct a comprehensive critical analysis of the literature, organized by several key issues in this area of inquiry. Although the work of Ferris, Blass, Douglas, Kolodinsky, and Treadway (2003) serves as a foundation for our review, we also draw upon the work of numerous reputation scholars at the individual, unit/team, and organizational levels of analysis. From this broad perspective, we extract the common and defining characteristics of reputation, and then we draw conclusions about what we know and don't know, and present these conclusions as a basis for developing important directions for future research. 242 GERALD R. FERRIS ET AL.

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Political skill, frequently understood as a social skill at work, is argued to be a valuable resource not only at the individual level but also for the teams. Using hierarchical linear modeling and data from 525 students, organized into 115 teams, we demonstrate that political skill at the individual level shapes individual perceptions of team efficacy and trust in team. Both the level and the composition of political skill within the team are found to be critical for these team emergent states, albeit they play out differently for team members who are high versus low in political skill.