Organizational Behavior and Human Decision Processes最新文献

Triangulating decision-making via choices, eye fixations, and reaching trajectories 通过选择、注视和到达轨迹来三角化决策

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-06-18 DOI: 10.1016/j.obhdp.2025.104421

Geoffrey Fisher

引用次数: 0

The double-edged sword of endorsing external ideas: Juggling competitive advantage and organizational compatibility concerns 支持外部想法的双刃剑：兼顾竞争优势和组织兼容性

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-05-27 DOI: 10.1016/j.obhdp.2025.104417

Rebekah SungEun Hong , Vijaya Venkataramani , Mengxi Yang

{"title":"The double-edged sword of endorsing external ideas: Juggling competitive advantage and organizational compatibility concerns","authors":"Rebekah SungEun Hong , Vijaya Venkataramani , Mengxi Yang","doi":"10.1016/j.obhdp.2025.104417","DOIUrl":"10.1016/j.obhdp.2025.104417","url":null,"abstract":"<div><div>In spurring employee innovation, organizations often encourage employees to seek creative ideas from external sources. However, research findings on managers’ receptivity to external ideas are mixed. While some work suggests that managers are favorable towards external ideas, other studies indicate that they often exhibit a “not-invented-here” syndrome, a negative attitude towards external ideas. Drawing from Dynamic Capabilities Theory and integrating it with the managerial creativity endorsement literature, we develop a dual-pathway model that argues that there are competing considerations managers face when evaluating external creative ideas. Using a field experiment as well as multiple lab studies, we show that managers consider both the risk of being outcompeted by other organizations if they do <em>not</em> adopt these ideas, as well as the risk of incompatibility with existing systems within their organization if they <em>do</em> implement them. While the former makes managers more receptive to external ideas, the latter risk makes them averse to implementing them. We further demonstrate managers’ perceptions of technological turbulence in the environment as a crucial boundary condition that amplifies the tension between these risks. We discuss the theoretical and practical implications of our findings.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"189 ","pages":"Article 104417"},"PeriodicalIF":3.4,"publicationDate":"2025-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144137887","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 detachment paradox: Employers recognize the benefits of detachment for employee well-being and performance, yet penalize it in employee evaluations 疏离悖论：雇主认识到疏离对员工的幸福感和绩效的好处，但在员工评估中却对其加以惩罚

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-05-01 DOI: 10.1016/j.obhdp.2025.104403

Eva C. Buechel , Elisa Solinas

{"title":"The detachment paradox: Employers recognize the benefits of detachment for employee well-being and performance, yet penalize it in employee evaluations","authors":"Eva C. Buechel , Elisa Solinas","doi":"10.1016/j.obhdp.2025.104403","DOIUrl":"10.1016/j.obhdp.2025.104403","url":null,"abstract":"<div><div>The present research establishes what we call the “detachment paradox.” Managers recognize that psychological detachment from work during non-work hours benefits workers’ well-being and, critically, enhances their performance during working hours. Yet, these same managers penalize employees who are perceived to detach when evaluating their promotability. Using a variety of methodologies across 16 studies, we test the existence and the boundaries of this paradox. The detachment paradox is observed among various samples ranging from experienced managers to lay individuals, for commonly used detachment strategies (e.g., out-of-office emails, requesting vacation days), for hypothetical workers as well as for managers’ own workers, and even when detachment strategies are used for virtuous reasons (e.g., taking care of a sick relative). In addition, these studies establish that inferences about commitment to work drive the associated detachment penalty. Accordingly, workers are penalized less if detachment strategies are used for reasons that indicate a commitment to work. Lastly, we provide initial evidence that implementing formalized detachment policies (e.g., no emails over weekends) may reduce the detachment penalty and call for future research on this important topic.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"188 ","pages":"Article 104403"},"PeriodicalIF":3.4,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143936105","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

A donation-based indicator of political ideology (DIPI): An open dataset for studying the political ideologies of employees, top management teams, CEOs, boards, and industries 基于捐赠的政治意识形态指标（DIPI）：一个开放的数据集，用于研究员工、高层管理团队、首席执行官、董事会和行业的政治意识形态

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-05-01 DOI: 10.1016/j.obhdp.2025.104419

Michael J. Mannor , John R. Busenbark

{"title":"A donation-based indicator of political ideology (DIPI): An open dataset for studying the political ideologies of employees, top management teams, CEOs, boards, and industries","authors":"Michael J. Mannor , John R. Busenbark","doi":"10.1016/j.obhdp.2025.104419","DOIUrl":"10.1016/j.obhdp.2025.104419","url":null,"abstract":"<div><div>Political ideologies are as salient in the workplace today as ever, and scholars have made considerable progress studying how such beliefs impact employees and organizations. But assessing the political views of those who work in organizations is a laborious task that can limit the ability of researchers to ask important questions that span firms and levels of analyses. To help address these challenges, scholars have demonstrated the effectiveness of assessing political ideology using an individual’s history of financial donations to partisan politicians and action committees. Despite the benefits of this measure, which we refer to as the “donation-based indicator of political ideology” (DIPI), its adoption has been limited due to the labor- and computationally-intensive nature of calculating it. Our study seeks to broaden access to DIPI by providing new open datasets that make political ideology scores widely available and easy to integrate for researchers studying workplace politics through many different theoretical lenses. The datasets we provide represent the culmination of combing through 107 million donation records to provide information about the political ideology of employees, top management teams, CEOs, and boards for 4,133 publicly owned firms that were featured in the S&P 1500 at any point between 1992 and 2022. We elaborate how these DIPI data can enable new and powerful scholarship on political ideology across organizational levels, partisanship within and between firms, political (in)congruence between firm actors, industry dynamics, temporal trends, and many other important questions.</div><div><strong>Datasets located at:</strong> <span><span>tiny.cc/politicalideology</span><svg><path></path></svg></span>.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"188 ","pages":"Article 104419"},"PeriodicalIF":3.4,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144203071","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

Politics, ideology, and partisanship in the workplace: A perspective on the literature and a call for submissions 工作场所的政治、意识形态和党派关系：对文献的看法和投稿的呼吁

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2025-05-01 DOI: 10.1016/j.obhdp.2025.104418

John R. Busenbark , James D. Druckman , Aparna Joshi , Aaron C. Kay , Maryam Kouchaki

{"title":"Politics, ideology, and partisanship in the workplace: A perspective on the literature and a call for submissions","authors":"John R. Busenbark , James D. Druckman , Aparna Joshi , Aaron C. Kay , Maryam Kouchaki","doi":"10.1016/j.obhdp.2025.104418","DOIUrl":"10.1016/j.obhdp.2025.104418","url":null,"abstract":"<div><div>Mirroring the increasingly pervasive impact of politics in everyday life, research on politics, ideology, and partisanship in the workplace has escalated in recent years across a variety of domains germane to the organizational sciences. But for as many new insights as these lines of inquiry have produced—ranging from interpersonal interactions to employee behaviors to the organizational implications of top executives’ political leanings—there are just as many (if not more) compelling questions that remain unanswered. In this article, we offer our perspectives on the literatures involving politics, ideology, and partisanship in organizations, including an overview of research in the area and some particularly encouraging future directions. We also <em>invite submissions for a new special issue</em> that solicits scholarship on the topic across myriad disciplines, traditions, and empirical approaches. In the process, we delineate the nature of this special issue, introduce its associate editors, and offer guidelines for submissions—which we are accepting starting at this very moment.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"188 ","pages":"Article 104418"},"PeriodicalIF":3.4,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144146779","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

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