Organizational Behavior and Human Decision Processes最新文献

Gender and social entrepreneurship fundraising: A mission drift perspective 性别与社会创业融资：使命漂移视角

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-04-26 DOI: 10.1016/j.obhdp.2025.104407

Yanhua Bird , Junchao (Jason) Li , Yiying Zhu , Zhenyu Liao

{"title":"Gender and social entrepreneurship fundraising: A mission drift perspective","authors":"Yanhua Bird , Junchao (Jason) Li , Yiying Zhu , Zhenyu Liao","doi":"10.1016/j.obhdp.2025.104407","DOIUrl":"10.1016/j.obhdp.2025.104407","url":null,"abstract":"<div><div>An increasing number of entrepreneurs are pursuing social welfare goals using viable revenue-generating business models to sustain operations—a practice known as social entrepreneurship. In this research, we highlight that such a hybrid model of entrepreneurship raises funders’ concerns over mission drift (i.e., entrepreneurs prioritizing financial gain at the expense of social missions) and examine how these concerns create a unique gender disparity in social venture fundraising. Integrating the mission drift literature and social role theory, we posit that female entrepreneurs are better positioned to alleviate funders’ concerns over mission drift as they are perceived as having stronger prosocial motivation. As a result, they will garner more financial support for their early-stage hybrid social ventures relative to their male counterparts. We further propose that this female advantage may diminish when social entrepreneurs have nonprofit work experience that signals their commitment to social missions. Findings from archival field data of 262 social crowdfunding campaigns (Study 1) and two preregistered experiments (Studies 2 and 3) provide rigorous empirical evidence for the proposed gender effect on social entrepreneurial fundraising and its underlying mechanisms. However, the findings on the moderating effects of nonprofit work experience across studies remain inconclusive. This research sheds light on how the hybrid nature of social enterprises recalibrates evaluations and gender dynamics in fundraising, thereby providing a more nuanced understanding of gender and entrepreneurial financing.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"188 ","pages":"Article 104407"},"PeriodicalIF":3.4,"publicationDate":"2025-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143873280","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The transparency dilemma: How AI disclosure erodes trust 透明度困境：人工智能信息披露如何侵蚀信任

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-04-23 DOI: 10.1016/j.obhdp.2025.104405

Oliver Schilke , Martin Reimann

{"title":"The transparency dilemma: How AI disclosure erodes trust","authors":"Oliver Schilke , Martin Reimann","doi":"10.1016/j.obhdp.2025.104405","DOIUrl":"10.1016/j.obhdp.2025.104405","url":null,"abstract":"<div><div>As generative artificial intelligence (AI) has found its way into various work tasks, questions about whether its usage should be disclosed and the consequences of such disclosure have taken center stage in public and academic discourse on digital transparency. This article addresses this debate by asking: Does disclosing the usage of AI compromise trust in the user? We examine the impact of AI disclosure on trust across diverse tasks—from communications via analytics to artistry—and across individual actors such as supervisors, subordinates, professors, analysts, and creatives, as well as across organizational actors such as investment funds. Thirteen experiments consistently demonstrate that actors who disclose their AI usage are trusted less than those who do not. Drawing on micro-institutional theory, we argue that this reduction in trust can be explained by reduced perceptions of legitimacy, as shown across various experimental designs (Studies 6–8). Moreover, we demonstrate that this negative effect holds across different disclosure framings, above and beyond algorithm aversion, regardless of whether AI involvement is known, and regardless of whether disclosure is voluntary or mandatory, though it is comparatively weaker than the effect of third-party exposure (Studies 9–13). A within-paper meta-analysis suggests this trust penalty is attenuated but not eliminated among evaluators with favorable technology attitudes and perceptions of high AI accuracy. This article contributes to research on trust, AI, transparency, and legitimacy by showing that AI disclosure can harm social perceptions, emphasizing that transparency is not straightforwardly beneficial, and highlighting legitimacy’s central role in trust formation.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"188 ","pages":"Article 104405"},"PeriodicalIF":3.4,"publicationDate":"2025-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143860102","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

From low power to action: Reappraising powerlessness as an opportunity restores agency 从低权力到行动：重新评估无能为力作为一个机会恢复能动性

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-03-01 DOI: 10.1016/j.obhdp.2025.104404

Tianyu He , Michael Schaerer , Trevor A. Foulk , Elizabeth Baily Wolf , Winnie Y. Jiang

{"title":"From low power to action: Reappraising powerlessness as an opportunity restores agency","authors":"Tianyu He , Michael Schaerer , Trevor A. Foulk , Elizabeth Baily Wolf , Winnie Y. Jiang","doi":"10.1016/j.obhdp.2025.104404","DOIUrl":"10.1016/j.obhdp.2025.104404","url":null,"abstract":"<div><div>Agentic behaviors are a critical pathway to power in contemporary organizations. Paradoxically, employees who lack power are the least likely to think and act agentically—creating a self-perpetuating cycle of disadvantage. Existing research on facilitating employee agentic behaviors relies on structural solutions that are often out of reach for individual employees. Yet, anecdotal evidence suggests that this view may be incomplete, as some individuals seem to be able to overcome the challenges powerlessness poses without relying on external resources, control, or organizational change. Integrating research on powerlessness and cognitive reappraisal, the present research proposes that cognitively reappraising powerless situations as opportunities can help individuals cope with the negative effects low power has on agency. A negotiation simulation (Study 1) and two experience-sampling field experiments (Studies 2–3) support our predictions: cognitive reappraisal attenuates the negative effects of low-power experiences on approach-related orientation (i.e., the Behavioral Approach System), which subsequently facilitates several indicators of agentic behavior, including employees’ propensity to negotiate (Study 1) and their tendency to engage in voice and task proactivity at work (Studies 2–3). This research proposes a way to break the power-inaction link, suggesting that individuals may regulate their reactions to powerless experiences and offering an empowering and accessible strategy for sustaining agency.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"187 ","pages":"Article 104404"},"PeriodicalIF":3.4,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143696901","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Paying off the intergenerational debt: How and why children of immigrants status-strive at work 偿还代际债务：移民子女如何以及为什么在工作中努力

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-03-01 DOI: 10.1016/j.obhdp.2025.104406

Herrison Chicas , Shimul Melwani

{"title":"Paying off the intergenerational debt: How and why children of immigrants status-strive at work","authors":"Herrison Chicas , Shimul Melwani","doi":"10.1016/j.obhdp.2025.104406","DOIUrl":"10.1016/j.obhdp.2025.104406","url":null,"abstract":"<div><div>Children of immigrants, referred to as second-gens, are the fastest growing segment of the labor force in developed countries. Yet, their unique workplace experiences, behaviors, and outcomes remain conspicuously absent in management scholarship. In this paper, we explore why second-gens employees, despite their disadvantaged upbringings, consistently outperform children of native-born parents, referred to as third-gens. Drawing on psychological contract theory, we argue that this paradoxical phenomenon is explained by the immigrant bargain—a unique psychological contract whereby the sacrifices of the immigrant parents are expected to be redeemed and validated by the success of the second-gen child. Formed early in life, this bargain fosters a sense of indebtedness, motivating second-gens to strive for higher organizational status (i.e., pay raise, promotion) and higher societal status (i.e., income, occupational status) as means of repaying their parents. Across seven studies using American and European samples, we provide robust evidence supporting our theoretical model. This work advances research on immigrant generations in organizations and enhances our understanding of how psychological contracts outside of work spillover to affect behaviors inside the workplace.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"187 ","pages":"Article 104406"},"PeriodicalIF":3.4,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143791413","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Chronic monitoring for wrongdoing as a signal of immoral character 长期监视不法行为是不道德性格的标志

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-03-01 DOI: 10.1016/j.obhdp.2025.104402

Nathan A. Dhaliwal , Fan Xuan Chen , Jane O’Reilly , Karl Aquino

{"title":"Chronic monitoring for wrongdoing as a signal of immoral character","authors":"Nathan A. Dhaliwal , Fan Xuan Chen , Jane O’Reilly , Karl Aquino","doi":"10.1016/j.obhdp.2025.104402","DOIUrl":"10.1016/j.obhdp.2025.104402","url":null,"abstract":"<div><div>Punishing wrongdoing can sometimes have reputational benefits. But what do people think of those who regularly monitor their environment for signs of wrongdoing? Drawing on the concept of workplace vigilantism, we posit that acts of monitoring in workplace settings serve as negative cues of one’s moral character. In particular, we propose that chronically monitoring for signs of wrongdoing signals that an individual is driven by retributive and competitive leveling motives as well as a tendency to ascribe hostile motives to others. We examine this idea across six studies (and three <span><span>supplementary</span></span> studies). In Study 1, we find that employees have largely negative impressions of individuals who vigilantly monitor and reprimand wrongdoings at work. In Study 2, we find that punishers are seen as less moral when their acts of punishment are preceded by chronic monitoring for wrongdoing. In Study 3, we find that punishers who engage in chronic monitoring are seen as possessing heightened retributive and competitive leveling motives. In Study 4, we find that the reputational costs of chronic monitoring persist even when the violation is addressed in a courteous manner and that chronic monitoring signals that one ascribes hostile intentions to others. In Study 5, we identify an individual difference moderator, showing that negative judgments of workplace vigilantes are attenuated when observers share similar vigilante tendencies. Finally, in Study 6, we find that the reputational costs that result from chronic monitoring are observed across an array of workplace violations, including when the violation is of considerable organizational importance. Together, our results demonstrate that the perceived moral character of a punisher can hinge on whether monitoring for wrongdoing precedes such punitive acts.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"187 ","pages":"Article 104402"},"PeriodicalIF":3.4,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143593142","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The motivating power of streaks: Increasing persistence is as easy as 1, 2, 3 条纹的激励力量：增加持久性就像1、2、3一样简单

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-02-17 DOI: 10.1016/j.obhdp.2025.104391

Katie S. Mehr , Jackie Silverman , Marissa A. Sharif , Alixandra Barasch , Katherine L. Milkman

{"title":"The motivating power of streaks: Increasing persistence is as easy as 1, 2, 3","authors":"Katie S. Mehr , Jackie Silverman , Marissa A. Sharif , Alixandra Barasch , Katherine L. Milkman","doi":"10.1016/j.obhdp.2025.104391","DOIUrl":"10.1016/j.obhdp.2025.104391","url":null,"abstract":"<div><div>Organizations often use financial incentives to boost employees’ commitment to work-relevant goals in an effort to increase persistence and goal achievement (e.g., to improve organizational efficiency or sales). We introduce and test a novel incentive scheme designed to enhance persistence by increasing commitment to the goal of maximizing earnings. Specifically, we test “streak incentives,” or rewards that offer people increasing payouts for completing multiple consecutive work tasks. Across six pre-registered studies (total N = 4,504), we show that, contrary to standard economic models suggesting people will complete more piece-rate work for larger rewards, people actually complete more work when compensated with streak incentives than with larger, stable incentives. We theorize that this occurs because, by encouraging consecutive task completion, streak incentives increase commitment to a goal of maximizing earnings, which in turn increases persistence. We also show that this effect is not driven by providing increasing rewards; rather, people’s goal commitment and motivation are boosted by the requirement that they complete work tasks consecutively to earn escalating payments. Taken together, our results suggest that designing incentives to encourage streaks of work is a low-cost way to increase goal commitment and therefore persistence in organizations and other contexts.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"187 ","pages":"Article 104391"},"PeriodicalIF":3.4,"publicationDate":"2025-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143422348","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

When do people claim to know the unknowable? The impact of informational context on overclaiming 人们什么时候声称知道不可知的事情？信息语境对夸大的影响

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-01-01 DOI: 10.1016/j.obhdp.2025.104390

Stav Atir , Emily Rosenzweig , David Dunning

引用次数: 0

OBHDP’s adoption of Level 2 Transparency and Openness Promotion guidelines 波黑发展局通过了 2 级透明度和公开性促进准则

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-01-01 DOI: 10.1016/j.obhdp.2025.104389

Michael D. Baer , Maryam Kouchaki

引用次数: 0

The small-world illusion: Overestimating the frequency of in-person interactions with acquaintances 小世界错觉：高估与熟人面对面交流的频率

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-01-01 DOI: 10.1016/j.obhdp.2024.104387

Nadav Klein

引用次数: 0

“You knew what you were getting into”: Perspective differences in gauging informed consent "你知道你在做什么"：衡量知情同意的视角差异

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-01-01 DOI: 10.1016/j.obhdp.2024.104386

Rachel Schlund , Vanessa K. Bohns

引用次数: 0