1Rousseau, D M. I-deals: Idiosyncratic deals employees bargain for themselves[M]. New York, Sharpe, 2005.
2Greenberg, J, Roberge, M E, Ho, V T, and Rousseau, D M. Fairness in idiosyncratic work arrangements.. Justice as an i-deal [A]. in J J Martocchio(Ed. ). Research in personnel and human resources management (vol. 23) [C]. Greenwich, CT: Elsevier Science/ JAI Press, 2004: 1-34.
3Homung, S, Rousseau, D M, Glaser, J, Angerer, P, and Weigl, M. Beyond top-down and bottom-up work redesign: Customizing job content through idiosyncratic deals[J]. Journal of Organizational Behavior, 2010, 31(2) : 187-215.
4Lester, S W, Turnley, W H, Bloodgood, J M, and Bolino, M C. Not seeing eye to eye: Differences in supervisor and subordinate perceptions of and attributions for psychological contract breach[J].Journal of Organizational Behavior, 2002, 23(1):39-56.
5Hornung, S, Rousseau, D M, and Glaser, J. Why supervisors make idiosyncratic deals.. Antecedents and outcomes of i-deals from a managerial perspective[J]. Journal of Managerial Psychology, 2009, 24(8) : 738--764.
6Hornung, S, Rousseau, D M, and Glaser, J. Creating flexible work arrangements through idiosyncratic deals[J]. Journal of Applied Psvchology, 2008, 93(3): 655- 664.
7Rousseau, D M, Hornung, S, and Kim, T G. Idiosyncratic deals:Testing propositions on timing, content, and the employment relationship[J]. Journal of Vocational Behavior, 2009, 74(3): 338--348.
8Rousseau, D M. Idiosyncratic deals: Flexibility versus fairness? [J]. Organizational Dynamics, 2001, 29(4) : 260-271.
9Turnley, W H, and Feldman, D C. Impact of psychological contract violations on exit, voice, loyalty, and neglect[J]. Human Relations, 1999, 52(7): 895 -922.
10Rousseau, D M, Ho, V T, and Greenberg, J. I-deals: Idiosyncratic terms in employment relationships[J].Academy of Man agement Review, 2006, 31(4): 977-994.
3Rousseau D M. The Idiosyncratic Deal: Flexibility versus Fairness? [J]. Organizational Dynamics, 2001,29 (4) : 260- 273.
4Rousseau D M. I-deals :.Idiosyncratic Deals Employees Bar- gain for Themselves [ M ]. New York : ME Sharpe, 2005.
5Hornung S, Rousseau D M, Glaser J, et al. Beyond Top- down and Bottom-up Work Redesign:Customizing Job Con- tent through Idiosyncratic Deals[J]. Journal of Organization- al Behavior, 2010,31 (2/3) : 187-215.
6Ng T W H, Feldman D C. Idiosyncratic Deals and Organiza- tional Commitment [J]. Journal of Vocational Behavior,2010,76(3) :419-427.
7Hornung S, Rousseau D M, Glaser J. Creating Flexible Work Arrangements Through Idiosyncratic Deals [J]: Jour- nal of Applied Psychology, 2008,93 (3) : 655-664.
8Rosen C C,Slater D J,Chang C D,et al. Let's Make a Deal: Development and Validation of the Ex Post I-Deals Scale [J ]. Journal of Management, 2013,39(3 ) : 709-742.
9Anand S, Vidyarthi P R, Liden R C, et al. Good Citizens in Poor-quality Relationships:Idiosyncratic Deals as a Substi- tute for Relationship Quality [J]. Academy of Management Journal, 2010,53 (5) :970-988.
10Bailey D E, Kurland lq B. A Review of Telework Research : Findings, New Directions, and Lessons for the Study of Mod- em Work[J]. Journal of Organizational Behavior, 2002, 23 (4) : 383-400.