Organizational Behavior and Human Decision Processes最新文献

{"title":"Confidently at your service: Advisors alter their stated confidence to be helpful","authors":"Uriel Haran ,&nbsp;Asaf Mazar ,&nbsp;Mordechai Hurwitz ,&nbsp;Simone Moran","doi":"10.1016/j.obhdp.2022.104154","DOIUrl":"10.1016/j.obhdp.2022.104154","url":null,"abstract":"<div><p>When giving advice, people seek to inform others, but also help them reach a decision. We investigate how the motivation to help affects the confidence people express when advising others. We propose that assuming the role of advisor instigates a desire to help the advisee decide more easily. This desire in turn leads advisors to communicate higher confidence than they actually feel, provided that the environment is sufficiently certain, and thus the risk of misleading the advisee is low. We test our predictions in five studies, using experimental tasks (Studies 1–3), a survey of experienced professionals (Study 4) and an organizational scenario (Study 5). We find that in high-certainty environments, people convey higher confidence when providing advice than private judgments. This effect is driven by the motivation of advisors to facilitate advisees’ decision making: the higher advisors’ desire to help, the more pronounced the effect on their stated confidence.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"171 ","pages":"Article 104154"},"PeriodicalIF":4.6,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49403115","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}

{"title":"Investors respond negatively to executives’ discussion of creativity","authors":"Michael P. Haselhuhn ,&nbsp;Elaine M. Wong ,&nbsp;Margaret E. Ormiston","doi":"10.1016/j.obhdp.2022.104155","DOIUrl":"10.1016/j.obhdp.2022.104155","url":null,"abstract":"<div><p>Creativity and innovation are often considered to be essential characteristics of effective organizations. However, recent experimental research suggests that individual-level creativity in the workplace is not always perceived positively because of the uncertainty inherent in creative ideas. Although this research has advanced our understanding of perceptions of individual creativity in organizations, less is known about whether this creativity bias holds in real world contexts and, if so, whether there are organizational consequences. In this paper, we examine the organizational implications of executives’ use of words related to creativity and innovation (i.e., <em>creativity-speak</em>) during quarterly earnings calls. We predict that due to the association between creativity and uncertainty, market reactions to creativity-speak will be negative. However, we also predict that these same discussions of creativity will be associated with higher firm financial performance. We find support for our predictions, and additionally find that the creativity bias can be ameliorated through executives’ use of a positive tone when discussing creativity and innovation. Our study has a number of theoretical implications for the study of creativity, innovation, and executive communication.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"171 ","pages":"Article 104155"},"PeriodicalIF":4.6,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48399200","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}

{"title":"Thinking outside the box helps build social connections: The role of creative mindsets in reducing daily rudeness","authors":"Trevor A. Foulk ,&nbsp;Vijaya Venkataramani ,&nbsp;Rujiao Cao ,&nbsp;Satish Krishnan","doi":"10.1016/j.obhdp.2022.104167","DOIUrl":"10.1016/j.obhdp.2022.104167","url":null,"abstract":"<div><p>Building on perspectives highlighting the social nature of workplace creativity, we argue that being in a creative mindset will highlight the value that co-workers provide to the creative process. This heightened awareness of co-workers as being integral to the creative process increases social closeness with these co-workers, subsequently reducing instigated rudeness towards, as well as perceived rudeness from, those co-workers. In four studies (both in the field as well as in the lab), we find support for these theoretical predictions. Our work also identifies when and for whom these effects are likely to be strongest, indicating that the effect of being in a creative mindset on social closeness is stronger in contexts characterized by high (vs. low) psychological safety, and weaker for employees high (vs. low) in dispositional creativity. We discuss the theoretical and practical implications of our findings.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"171 ","pages":"Article 104167"},"PeriodicalIF":4.6,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45752617","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}

{"title":"Shadow of conflict: How past conflict influences group cooperation and the use of punishment","authors":"Jörg Gross ,&nbsp;Carsten K.W. De Dreu ,&nbsp;Lennart Reddmann","doi":"10.1016/j.obhdp.2022.104152","DOIUrl":"10.1016/j.obhdp.2022.104152","url":null,"abstract":"<div><p>Intergroup conflict profoundly affects the welfare of groups and can deteriorate intergroup relations long after the conflict is over. Here, we experimentally investigate how the experience of an intergroup conflict influences the ability of groups to establish cooperation after conflict. We induced conflict by using a repeated attacker-defender game in which groups of four are divided into two ‘attackers’ that can invest resources to take away resources from the other two participants in the role of ‘defenders.’ After the conflict, groups engaged in a repeated public goods game with peer-punishment, in which group members could invest resources to benefit the group and punish other group members for their decisions. Previous conflict did not significantly reduce group cooperation compared to a control treatment in which groups did not experience the intergroup conflict. However, when having experienced an intergroup conflict, individuals punished free-riding during the repeated public goods game less harshly and did not react to punishment by previous attackers, ultimately reducing group welfare. This result reveals an important boundary condition for peer punishment institutions. Peer punishment is less able to efficiently promote cooperation amid a ‘shadow of conflict.’ In a third treatment, we tested whether such ‘maladaptive’ punishment patterns induced by previous conflict can be mitigated by hiding the group members’ conflict roles during the subsequent public goods provision game. We find more cooperation when individuals could not identify each other as (previous) attackers and defenders and maladaptive punishment patterns disappeared. Results suggest that intergroup conflict undermines past perpetrators’ legitimacy to enforce cooperation norms. More generally, results reveal that past conflict can reduce the effectiveness of institutions for managing the commons.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"171 ","pages":"Article 104152"},"PeriodicalIF":4.6,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S074959782200036X/pdfft?md5=18f8d849d231c2313df24831e91e2949&pid=1-s2.0-S074959782200036X-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48678448","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}

{"title":"Tangibility bias in investment risk judgments","authors":"Özgün Atasoy ,&nbsp;Remi Trudel ,&nbsp;Theodore J. Noseworthy ,&nbsp;Patrick J. Kaufmann","doi":"10.1016/j.obhdp.2022.104150","DOIUrl":"10.1016/j.obhdp.2022.104150","url":null,"abstract":"<div><p>The most popular ways of holding wealth include tangible investments such as real estate and gold, and intangible investments such as stocks and mutual funds. Five experiments revealed a tangibility bias whereby the tangibility of an investment or tangibility cues linked to an investment provides a false sense of financial safety. When focusing on avoiding risk, investors indicated a higher willingness to sell the stocks of companies that invest in intangible versus tangible assets (Study 1). The greater perceived permanence of tangible versus intangible assets appeared to underlie the difference in market risk assessments. Respondents judged the same asset as riskier when it was framed as intangible (Study 2), and differences in perceived permanence mediated this effect. Increasing perceived permanence independently of tangibility led to lower market risk assessments of commodity futures (Study 3). Tangibility prompts that leave asset tangibility unchanged were sufficient to lower risk judgments (studies 4 and 5). The differences in market risk assessments were not due to a general preference for tangible assets (Study 4) or differences in familiarity, complexity, or understanding of the asset types (studies 2 and 5).</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"171 ","pages":"Article 104150"},"PeriodicalIF":4.6,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0749597822000346/pdfft?md5=65ff842411b5e145e724c40bdec71e95&pid=1-s2.0-S0749597822000346-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46242804","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}

{"title":"The interpersonal consequences of stealing ideas: Worse character judgments and less co-worker support for an idea (vs. money) thief","authors":"Lillien M. Ellis","doi":"10.1016/j.obhdp.2022.104165","DOIUrl":"10.1016/j.obhdp.2022.104165","url":null,"abstract":"<div><p>As the demand for creativity grows, the vulnerability of ideas to theft becomes increasingly salient. Knowledge workers are keenly aware of idea theft and nearly one-third report having co-workers who steal ideas. However, the severity of consequences people face for stealing ideas is unclear. In this article, I investigate the interpersonal consequences of stealing ideas compared to stealing money. Across a series of experiments, I found that idea thieves are judged to have worse character than money thieves, and that individuals are less willing to offer them co-worker support. Further, I found that stronger internal attributions for idea theft behaviors drive this effect. Furthermore, I tested and found no evidence supporting value as an alternative explanation. Lastly, I found that individuals are judged more negatively for stealing creative (vs. practical) ideas. Taken together, these findings suggest that idea theft has significant interpersonal consequences with negative implications for co-worker dynamics.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"171 ","pages":"Article 104165"},"PeriodicalIF":4.6,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48267413","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}

{"title":"What do I make of the rest of my life? Global and quotidian life construal across the retirement transition","authors":"Jeff Steiner,&nbsp;Teresa M. Amabile","doi":"10.1016/j.obhdp.2022.104137","DOIUrl":"10.1016/j.obhdp.2022.104137","url":null,"abstract":"<div><p>Retirement means relinquishing the daily structure that work provides and the career-dependent meanings that it offers life narratives. The retirement transition can therefore involve contemplating both how to spend newly-freed daily time and the implications of retirement for one’s life narrative. We investigate how American professionals construe their working and retirement lives, in a qualitative study drawing on 215 interviews with 120 participants, including 12 interviewed longitudinally throughout their years-long retirement transitions. We identify two orthogonal dimensions for contemplating the work and retirement domains of one’s life – <em>global</em> and <em>quotidian life construal –</em> and four basic modes of cognition that arise from variability across these dimensions. We induce a theoretical model describing how construal of working life prefigures construal of retirement life, which then shapes the retirement life experience. This study contributes to construal level theory, narrative psychology, and the literatures on retirement transitions and the meaning of work.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"171 ","pages":"Article 104137"},"PeriodicalIF":4.6,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48744112","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}

{"title":"When you try your best to help but don't succeed: How self-compassionate reflection influences reactions to interpersonal helping failures","authors":"Yu Tse Heng,&nbsp;Ryan Fehr","doi":"10.1016/j.obhdp.2022.104151","DOIUrl":"10.1016/j.obhdp.2022.104151","url":null,"abstract":"<div><p>In this research, we explore how employees’ self-reflections following a failed attempt to help a coworker shape future helping intentions and behaviors. Specifically, we propose a dual-process model of parallel affective and cognitive pathways to delineate how, and why, reflecting on an interpersonal helping failure with self-compassion would result in countervailing effects on future helping. Whereas self-compassion reduces employees’ future helping via the alleviation of guilt (<em>affective mechanism</em>), it also increases employees’ future helping via the facilitation of helping self-efficacy (<em>cognitive mechanism</em>). We further draw on theories of attribution to propose that these effects depend on who was at fault for the helping failure, such that the effects are strengthened when coworker blame attribution is low. Results across four studies improve our understanding of the phenomenon of interpersonal helping failures, and the role of employee self-reflection in shaping the impact of these failures on future intentions and behavior.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"171 ","pages":"Article 104151"},"PeriodicalIF":4.6,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48693243","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}

{"title":"All’s well that ends (and peaks) well? A meta-analysis of the peak-end rule and duration neglect","authors":"Balca Alaybek ,&nbsp;Reeshad S. Dalal ,&nbsp;Shea Fyffe ,&nbsp;John A. Aitken ,&nbsp;You Zhou ,&nbsp;Xiao Qu ,&nbsp;Alexis Roman ,&nbsp;Julia I. Baines","doi":"10.1016/j.obhdp.2022.104149","DOIUrl":"10.1016/j.obhdp.2022.104149","url":null,"abstract":"<div><p>The peak-end rule (<span>Fredrickson &amp; Kahneman, 1993</span>) asserts that, when people retrospectively evaluate an experience (e.g., the previous workday), they rely more heavily on the episode with peak intensity and on the final (end) episode than on other episodes in the experience. We meta-analyzed 174 effect sizes and found strong support for the peak-end rule. The peak-end effect on retrospective summary evaluations was: (1) large (<em>r</em> = 0.581, 95% Confidence Interval = 0.487–0.661), (2) robust across boundary conditions, (3) comparable to the effect of the overall average (mean) score and stronger than the effects of the trend and variability across all episodes in the experience, (4) stronger than the effects of the first (beginning) and lowest intensity (trough) episodes, and (5) stronger than the effect of the duration of the experience (which was essentially nil, thereby supporting the idea of duration neglect; <span>Fredrickson &amp; Kahneman, 1993</span>). We provide a future research agenda and practical implications.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"170 ","pages":"Article 104149"},"PeriodicalIF":4.6,"publicationDate":"2022-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42970538","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}

{"title":"The vigilante identity and organizations","authors":"Fan Xuan Chen ,&nbsp;Maja Graso ,&nbsp;Karl Aquino ,&nbsp;Lily Lin ,&nbsp;Joey T. Cheng ,&nbsp;Katherine DeCelles ,&nbsp;Abhijeet K. Vadera","doi":"10.1016/j.obhdp.2022.104136","DOIUrl":"10.1016/j.obhdp.2022.104136","url":null,"abstract":"<div><p>We test the theoretical and practical utility of the <em>vigilante identity,</em> a self-perception of being the kind of person who monitors their environment for signs of norm violations, and who punishes the perceived norm violator, without formal authority. We develop and validate a measure of the vigilante identity scale (VIS) and demonstrate the scale’s incremental predictive validity above and beyond seemingly related constructs (Studies 1 – 2e). We show that the VIS predicts hypervigilance towards organizational wrongdoing (Studies 2 and 4), punishment intentions and behavior in and of organizations (Studies 3 and 4) as well as in the wider community (Study 1), and is activated under organizational justice failure conditions (Study 3). We maintain that vigilantes can impact organizations and society from both inside and outside organizational walls and we discuss theoretical implications for scholarship on vigilantes, as well as on morality, social norms, and third-party punishment in organizations.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"170 ","pages":"Article 104136"},"PeriodicalIF":4.6,"publicationDate":"2022-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44774055","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}