Organizational Behavior and Human Decision Processes最新文献

Doing as defense: Identity construction and the childhood roots of excessive work 作为防御的行动：身份建构与过度工作的童年根源

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-05-01 DOI: 10.1016/j.obhdp.2026.104491

Preeti Varma, Jennifer Louise Petriglieri

{"title":"Doing as defense: Identity construction and the childhood roots of excessive work","authors":"Preeti Varma, Jennifer Louise Petriglieri","doi":"10.1016/j.obhdp.2026.104491","DOIUrl":"10.1016/j.obhdp.2026.104491","url":null,"abstract":"<div><div>Through an inductive study of knowledge professionals who work excessively, we develop a theoretical model explaining how individuals’ identity defenses generate and sustain workplace distress. We find that informants uniformly describe excessive work as distressing and rooted in a doer identity—a personal identity defined by the act of doing itself—which they constructed in childhood as a response to their caregivers’ excessive demands to do. In their accounts of these early experiences, we identify three distinct narratives of distress—centered on self-worth, safety, or recognition. In each narrative, we theorize that the doer identity functions as a <em>false self defense</em>, rooted in a specific intrapsychic dynamic—<em>conforming, dissociative,</em> or <em>reflexive</em>—that was effective in childhood. These false selves are carried into working life, where they prove ineffective: they are linked to different emotional experiences of excessive working and ways of relating to others at work that reproduce or amplify distress rather than ameliorate it. Our study integrates and expands theories of distress and identity defenses at work, excessive work, and psychodynamics.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"194 ","pages":"Article 104491"},"PeriodicalIF":3.8,"publicationDate":"2026-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147798570","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

How rank position and list length shape people’s evaluations 排名位置和列表长度如何影响人们的评价

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-05-01 Epub Date: 2026-04-30 DOI: 10.1016/j.obhdp.2026.104492

Uri Barnea , Alice Moon , Jackie Silverman

{"title":"How rank position and list length shape people’s evaluations","authors":"Uri Barnea , Alice Moon , Jackie Silverman","doi":"10.1016/j.obhdp.2026.104492","DOIUrl":"10.1016/j.obhdp.2026.104492","url":null,"abstract":"<div><div>How do people use ranking information when making evaluations? In eight preregistered experiments, we find a persistent preference for options ranked within shorter (vs. longer) lists. For instance, participants reported preferring to hire a prospective employee ranked 3rd of 12 employees over one ranked 6th of 24, despite both having the same relative position within their respective lists (25th percentile). We propose that when people evaluate rankings, they primarily consider the option’s position relative to the best option on the list (i.e., distance from the top-ranked alternative). Thus, they tend to prefer options ranked in shorter lists, even when their relative percentile ranking is the same as—or even worse than—an alternative ranked in longer lists. Accordingly, we find that the effect attenuates when we: (a) draw attention to the distance from the bottom-ranked option by highlighting the number of alternatives ranked below the focal option, and (b) emphasize the focal option’s relative position on the list. These findings are theoretically important for advancing the understanding of how people process ranking information and practically important to managers and other practitioners who construct and communicate ranked lists and use rankings in evaluations themselves.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"194 ","pages":"Article 104492"},"PeriodicalIF":3.8,"publicationDate":"2026-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147798502","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 good and bad of receiving help: The effects of receiving dependent and autonomous help on subsequent creativity 接受帮助的好坏：接受依赖和自主帮助对后续创造力的影响

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-03-01 Epub Date: 2026-03-10 DOI: 10.1016/j.obhdp.2026.104479

Ziyi Li , Yaping Gong , Yong Zhang , Lirong Long

引用次数: 0

The influence of employee-supervisor perfectionism (in)congruence on employees: a configurational approach 员工-主管完美主义一致性对员工的影响：一种配置方法

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-03-01 Epub Date: 2026-02-19 DOI: 10.1016/j.obhdp.2026.104475

Brian W. Swider , Yixuan Li , Kaili Zhang , Baoluo (Paul) Wang

{"title":"The influence of employee-supervisor perfectionism (in)congruence on employees: a configurational approach","authors":"Brian W. Swider , Yixuan Li , Kaili Zhang , Baoluo (Paul) Wang","doi":"10.1016/j.obhdp.2026.104475","DOIUrl":"10.1016/j.obhdp.2026.104475","url":null,"abstract":"<div><div>Although performance standards and expectations at work are not solely self-determined, prior research on perfectionism has typically adopted an employee-centric approach, producing mixed empirical evidence. In this study, we adopt a role theory perspective to examine how the dyadic congruence and incongruence between employee and supervisor perfectionism impact employees at work. Specifically, integrating the perfectionism literature with tenets of role theory, we propose that higher congruence between an employee’s self-oriented perfectionism and their supervisor’s other-oriented perfectionism reduces role ambiguity, which in turn predicts higher job satisfaction, lower emotional exhaustion, and subsequently higher task performance. The incongruence effects were hypothesized to be asymmetric, such that the negative implications were stronger for low employee self-oriented perfectionism<em>-</em>high supervisor other-oriented perfectionism configurations (vs. high employee self-oriented perfectionism<em>-</em>low supervisor other-oriented perfectionism configurations). Results from analyses using multi-source time-lagged data from 357 employees and 98 supervisors suggest that the impact of employee perfectionism at work is better understood alongside consideration of supervisor other-oriented perfectionism, as supervisors are a critical source of evaluative standards and expectations shaping employee role perceptions in the workplace.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"193 ","pages":"Article 104475"},"PeriodicalIF":3.8,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147409991","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

People prefer novices for advice generated from direct experience and experts for advice generated from data synthesis and extrapolation 人们更喜欢从直接经验中获得建议的新手，而更喜欢从数据综合和推断中获得建议的专家

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-03-01 Epub Date: 2026-03-02 DOI: 10.1016/j.obhdp.2026.104476

Katie S. Mehr , Matt Meister

{"title":"People prefer novices for advice generated from direct experience and experts for advice generated from data synthesis and extrapolation","authors":"Katie S. Mehr , Matt Meister","doi":"10.1016/j.obhdp.2026.104476","DOIUrl":"10.1016/j.obhdp.2026.104476","url":null,"abstract":"<div><div>People are often exposed to advice and opinions from both “novices”—people with relatively limited domain experience—and “experts”—people with relatively deeper domain experience. This manuscript explores whether people (i) rely on both groups equally, (ii) consistently favor one over the other, or (iii) rely on novices in certain contexts and experts in others. Across six preregistered studies, we find evidence for the third possibility, and show that the fit between the advice generation process and expertise affect reliance on advice. Specifically, people rely more on novices for advice and opinions from direct lived experience and experts for advice or opinions from data synthesis and extrapolation. This is because people think novices have experiences that are more similar to the ones they will have, while experts do not, but may be better at synthesizing and extrapolating from data. Notably, this distinction is not simply about the domain being advised, but is specific to the advice generating process—in a given domain, people’s reliance on novices and experts can be manipulated by changing their understanding of how the advice or opinion was generated. This pattern of results is generalizable to many domains (e.g., job choice, product ratings). Further, our results build on previous work highlighting from whom people seek advice and opinions, and provide practitioners with insight into when people may be more or less likely to rely on their advice and opinions.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"193 ","pages":"Article 104476"},"PeriodicalIF":3.8,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147409992","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

Responsible collaboration with artificial intelligence in organizational scholarship: OBHDP’s governance framework for authors and reviewers 组织奖学金中与人工智能的负责任合作：OBHDP作者和审稿人的治理框架

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-03-01 Epub Date: 2026-03-21 DOI: 10.1016/j.obhdp.2026.104480

Michael D. Baer, Maryam Kouchaki

引用次数: 0

Responses to Outcome Disclosure: People Asymmetrically Disclose or Hide Their Outcomes to Protect Others’ Emotions 对结果披露的反应：人们不对称地披露或隐藏他们的结果以保护他人的情绪

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-03-01 Epub Date: 2026-03-02 DOI: 10.1016/j.obhdp.2026.104474

Emily Prinsloo , Irene Scopelliti , George Loewenstein , Joachim Vosgerau

{"title":"Responses to Outcome Disclosure: People Asymmetrically Disclose or Hide Their Outcomes to Protect Others’ Emotions","authors":"Emily Prinsloo , Irene Scopelliti , George Loewenstein , Joachim Vosgerau","doi":"10.1016/j.obhdp.2026.104474","DOIUrl":"10.1016/j.obhdp.2026.104474","url":null,"abstract":"<div><div>This paper examines how what people disclose about their successes or failures depends on what others have disclosed. We propose that these decisions are guided less by self-focused motives and more by a concern for how one’s words will affect the other person’s emotions. Across nine studies (<em>N</em> = 8,229, including preregistered experiments, 2,216 self-written responses, and 473 real conversation dyads), we find that responders are consistently more likely to disclose matching outcomes (e.g., failures in response to failures) than non-matching ones (e.g., failures in response to successes), but with two asymmetries not predicted by prior theories. First, responders are more likely to disclose matching failures (failures in response to failures) than matching successes (successes in response to successes). Second, when experiencing non-matching outcomes, responders are more likely to disclose failures in response to successes than they are to disclose successes in response to failures. These patterns reflect other-focused attempts to comfort those who have failed and avoid exacerbating their distress. Beyond <em>whether</em> they disclosed, responders also adjusted <em>how</em> they disclosed, for instance, softening success disclosures in response to failures with consolation or apologies. These effects generalized across domains (e.g., health, career, financial), across relationships varying in closeness and status, and emerged in choices between pre-written responses, self-generated responses, and live conversations involving actual interpersonal disclosures. Disclosure decisions were moderated by factors such as liking and domain relevance. By demonstrating that responders’ outcome disclosures are systematically shaped by concern for the well-being of others, this work reframes disclosure as an intended conversational tool for protecting others’ emotions rather than managing self-presentation.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"193 ","pages":"Article 104474"},"PeriodicalIF":3.8,"publicationDate":"2026-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147409993","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

Corrigendum to “The motivating power of streaks: Increasing persistence is as easy as 1, 2, 3” [Organ. Behav. Hum. Decis. Process. 187 (2025) 104391] 对“条纹的激励力量：增加持久性就像1、2、3一样简单”的更正[器官]。Behav。嗡嗡声。决策。Process. 187 (2025) 104391]

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-03-01 Epub Date: 2026-03-05 DOI: 10.1016/j.obhdp.2026.104477

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

引用次数: 0

Targeting behavioral interventions based on past behavior: Evidence from vaccine uptake 基于过去行为的目标行为干预：来自疫苗摄取的证据

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-01-01 Epub Date: 2026-01-12 DOI: 10.1016/j.obhdp.2025.104465

Ilana Brody , Hengchen Dai , Silvia Saccardo , Katherine L. Milkman , Angela L. Duckworth , Mitesh S. Patel , Dena M. Gromet

{"title":"Targeting behavioral interventions based on past behavior: Evidence from vaccine uptake","authors":"Ilana Brody , Hengchen Dai , Silvia Saccardo , Katherine L. Milkman , Angela L. Duckworth , Mitesh S. Patel , Dena M. Gromet","doi":"10.1016/j.obhdp.2025.104465","DOIUrl":"10.1016/j.obhdp.2025.104465","url":null,"abstract":"<div><div>Behavior change interventions are widely used, but for whom are they most effective? We examine whether past behavior shapes the effectiveness of interventions designed to either (1) provide information to shift intentions or (2) help people follow through on existing intentions. We focus on encouraging flu vaccinations. In online experiments (Study 1; N = 2,602), a video correcting misconceptions about flu vaccines increased vaccination intentions more effectively among people who had not been vaccinated in the prior flu season than those who had. In a field experiment with health systems (Study 2; N = 14,760), the same information intervention increased vaccination intentions and uptake for people who had not been vaccinated in the prior season but it did not have a significant impact on those previously vaccinated, though the difference between these subgroups was not statistically significant. In contrast, in the same field experiment, a follow-through intervention designed to make vaccination salient and convenient increased vaccine uptake only among those previously vaccinated. In a large-scale field experiment where streamlined adaptations of these interventions were delivered by a pharmacy (Study 3; N = 2,980,249), the follow-through intervention was again more effective for prior adopters than for previously unvaccinated individuals, while the information intervention had no impact for either subgroup. Collectively, these findings suggest that people’s past behavior may indicate whether insufficient intentions or follow-through challenges are the more relevant impediments to behavior change. Organizations can use this insight to decide whether and how to invest resources in behavior change interventions.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"192 ","pages":"Article 104465"},"PeriodicalIF":3.8,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145978829","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

Learning from crisis: how crisis volunteering fosters resilience and change-oriented behaviors 从危机中学习：危机志愿者如何培养适应力和改变导向的行为

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-01-01 Epub Date: 2026-01-10 DOI: 10.1016/j.obhdp.2025.104466

Qing Gong , Dong Liu , Yang Chen , Cynthia Lee

{"title":"Learning from crisis: how crisis volunteering fosters resilience and change-oriented behaviors","authors":"Qing Gong , Dong Liu , Yang Chen , Cynthia Lee","doi":"10.1016/j.obhdp.2025.104466","DOIUrl":"10.1016/j.obhdp.2025.104466","url":null,"abstract":"<div><div>Drawing on experiential learning theory and a nonwork–work enrichment perspective, this research examines if and how employee crisis volunteering as nonwork volunteering efforts to address public crisis situations fosters resilience that then enhances change-oriented behaviors at work. We propose that crisis volunteering can represent an experiential learning opportunity as it provides concrete and meaningful experiences that enable individuals to develop effective responses to adversity and derive positive meaning. Such processes strengthen resilience, which further enhances adaptive and creative performance at work. We further highlight the importance of context, proposing that employees’ perceived crisis strength and organizational culture of companionate love may amplify the effect of crisis volunteering. Evidence from five complementary field studies supports our theoretical model. A field experiment (Study 1) and a field quasi-experiment (Study 2) establish the causal effect of crisis volunteering on resilience and demonstrate the moderating roles of perceived crisis strength and companionate love culture. Two time-lagged, multisource field surveys conducted in distinct crisis contexts (Studies 3 and 4) provide converging support for the hypotheses. Finally, a qualitative study (Study 5) details the experiential learning processes through which crisis volunteering cultivates resilience and reveals broader transformative implications beyond the workplace.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"192 ","pages":"Article 104466"},"PeriodicalIF":3.8,"publicationDate":"2026-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145978830","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