Organizational Behavior and Human Decision Processes最新文献

Expertise evaluation: a dimensional framework for broad-based theory building 专业知识评估：基础广泛的理论建构的维度框架

IF 5 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-07-01 Epub Date: 2026-06-21 DOI: 10.1016/j.obhdp.2026.104509

Maartje E. Schouten, Aman Kabra, Stephen E. Humphrey

{"title":"Expertise evaluation: a dimensional framework for broad-based theory building","authors":"Maartje E. Schouten, Aman Kabra, Stephen E. Humphrey","doi":"10.1016/j.obhdp.2026.104509","DOIUrl":"10.1016/j.obhdp.2026.104509","url":null,"abstract":"<div><div>Expertise evaluation – the interpersonal assessment of others’ domain-specific knowledge, skills, and abilities – is a critical mechanism for leveraging knowledge in organizations. Despite its importance, research on expertise evaluation is fragmented across disciplines, plagued by construct proliferation, and hampered by inconsistent terminology, limiting cumulative theory building. To address this challenge, we synthesize operationalizations from 105 articles and propose a three-dimensional framework that captures core assumptions underlying expertise evaluation: <em>Verification Level</em> (the degree to which the interpersonal evaluation is corroborated by a direct assessment of the target’s expertise), <em>Reference Explicitness</em> (the degree to which the frame of reference for the evaluation is made explicit), and <em>Degree of Interdependence</em> (the degree to which the evaluation is seen as a socially constructed process whereby evaluators influence each other’s assessment). This framework provides a common language for scholars, clarifies conceptual tensions, and enables examination of temporal, contextual, and interactive relationships among dimensions. By situating expertise evaluation within this multidimensional space, we advance theory development, improve construct accuracy, and offer practical guidance for designing evaluation systems that enhance the utilization of expertise in organizations.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"195 ","pages":"Article 104509"},"PeriodicalIF":5.0,"publicationDate":"2026-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148554080","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

Can I extend my day? The impact of chronotype on organizational citizenship behaviors via time extension self-efficacy 我可以延长工作时间吗？时间类型通过时间延伸自我效能对组织公民行为的影响

IF 5 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-07-01 Epub Date: 2026-06-24 DOI: 10.1016/j.obhdp.2026.104506

Ji Woon Ryu, Cristiano L. Guarana, Miguel Caldas, Jaewook Lee

{"title":"Can I extend my day? The impact of chronotype on organizational citizenship behaviors via time extension self-efficacy","authors":"Ji Woon Ryu, Cristiano L. Guarana, Miguel Caldas, Jaewook Lee","doi":"10.1016/j.obhdp.2026.104506","DOIUrl":"10.1016/j.obhdp.2026.104506","url":null,"abstract":"<div><div>Time is a critical yet often assumed fixed resource in the workplace. Prior research has largely treated temporal resources as objective and equally distributed, emphasizing how employees allocate a limited pool of time across tasks. Building on emerging work on subjective time, we introduce time extension self-efficacy (TESE)—individuals’ beliefs in their capability to extend the temporal boundaries of their day (e.g., I can wake up earlier or go to bed later than usual)—as a psychological construct that reframes how temporal resources are understood at work. Drawing on self-efficacy theory and circadian process theory, we identify chronotype as an antecedent of morning versus evening TESE and examine organizational citizenship behavior (OCB) as a behavioral context through which these beliefs shape when discretionary effort is enacted across the day. Across three sets of studies, we show that earlier chronotypes report higher morning TESE, whereas later chronotypes report higher evening TESE, which in turn predicts whether individuals are more likely to engage in discretionary behavior during the morning versus evening. We further examine two boundary conditions (prior-night sleep duration and communion striving) and test an intervention designed to enhance TESE even when it conflicts with one’s chronotype, demonstrating that, unlike chronotype, TESE can be experimentally strengthened. Together, our findings suggest that when employees choose to act depends not only on objective time demands, but also on their beliefs about whether they can extend their available time within the day.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"195 ","pages":"Article 104506"},"PeriodicalIF":5.0,"publicationDate":"2026-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148554081","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

Time before goals: the benefits of budgeting time first for multiple goal setting and pursuit 时间优先于目标：时间优先于多个目标设定和追求的好处

IF 5 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-07-01 Epub Date: 2026-06-29 DOI: 10.1016/j.obhdp.2026.104498

Sarah A. Memmi, Jordan Etkin

{"title":"Time before goals: the benefits of budgeting time first for multiple goal setting and pursuit","authors":"Sarah A. Memmi, Jordan Etkin","doi":"10.1016/j.obhdp.2026.104498","DOIUrl":"10.1016/j.obhdp.2026.104498","url":null,"abstract":"<div><div>Workplace culture emphasizes setting specific, challenging goals. Although such goals can boost performance on a single focal objective, people must often manage <em>multiple</em> valued goals within limited time. In these contexts, how can people set effective performance targets? We propose that a subtle shift in how people consider time when setting multiple goals—budgeting time first—can help. Budgeting time first involves allocating total available time (e.g., 2 h) across goals (e.g., 60 min for writing, 30 min for customer records, and 30 min for email) before specifying performance targets (e.g., 60 min to draft x slides, 30 min to update y records, and 30 min to process z email). Across 12 experiments (seven main, five supplemental), we find that, compared to <em>not</em> budgeting time first (e.g., setting goals to draft x slides, update y records, and process z emails within 2 h), doing so encourages people to set performance targets that are better calibrated to total available time (i.e., lower). This occurs because, absent time budgeting, people implicitly overestimate how much time is available for each task. Disaggregating total time into distinct goal accounts reduces such overestimation. As a consequence of better-calibrated performance targets, budgeting time first shapes the distribution of time and output during multiple goal pursuit to better align with goal levels set, increasing total progress made. Further, budgeting time first can boost happiness with goal outcomes. This research contributes to understanding of multiple goal setting and pursuit, time, and mental accounting, with implications for organizational and individual practice.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"195 ","pages":"Article 104498"},"PeriodicalIF":5.0,"publicationDate":"2026-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148554071","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

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

What constitutes bottom-up change success? An integrative review and a meta-analysis of the effects of human and social capital on endorsement and implementation 是什么构成了自下而上的变革成功？人力和社会资本对支持和实施的影响的综合回顾和荟萃分析

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-05-01 Epub Date: 2026-05-16 DOI: 10.1016/j.obhdp.2026.104494

Chak Fu Lam , You Jin Kim , Qiying (Sakura) Du , Andrew Yu , Hye Soo (Hailey) Park , Joseph Kichul Kim

{"title":"What constitutes bottom-up change success? An integrative review and a meta-analysis of the effects of human and social capital on endorsement and implementation","authors":"Chak Fu Lam , You Jin Kim , Qiying (Sakura) Du , Andrew Yu , Hye Soo (Hailey) Park , Joseph Kichul Kim","doi":"10.1016/j.obhdp.2026.104494","DOIUrl":"10.1016/j.obhdp.2026.104494","url":null,"abstract":"<div><div>Change agents at various organizational levels engage in <em>bottom-up change</em>, which refers to upward, self-initiated, and communicative behaviors intended to improve their unit or the organization. Although these behaviors share core characteristics, research has been fragmented across the micro (e.g., voice and creativity), meso (e.g., issue-selling and whistleblowing), and macro (e.g., institutional entrepreneurship) communities. This fragmentation has led to inconsistent conceptualizations and theoretical confusion regarding what truly matters to bottom-up change success. To address these issues, we synthesize the disparate research traditions to identify key predictors of bottom-up change success, specifically distinguishing two types of success: endorsement (positive attitudes toward bottom-up change) and implementation (the realization of bottom-up change). We then theorize the relative importance of change agents’ human capital and social capital in predicting success in bottom-up change. Meta-analytic evidence from 105 studies (N = 33,186) reveals that although both human capital and social capital predict endorsement, social capital emerges as the dominant driver of implementation. Additionally, traditional indicators of human capital and social capital (i.e., rank, education, and work experience) are less predictive of endorsement and implementation than human or social capital themselves. By integrating previously fragmented literatures, we develop a comprehensive framework to guide future organizational research on bottom-up change success.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"194 ","pages":"Article 104494"},"PeriodicalIF":3.8,"publicationDate":"2026-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147951942","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 guide to preregistration: Enhancing transparency while allowing for discovery 预注册指南：在允许发现的同时提高透明度

IF 3.8 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2026-05-01 Epub Date: 2026-05-15 DOI: 10.1016/j.obhdp.2026.104495

Michael D. Baer , Maryam Kouchaki

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