Organizational Behavior and Human Decision Processes最新文献_第2页

A Numeracy-Task interaction model of perceived differences 感知差异的计算能力-任务互动模型

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-10-02 DOI: 10.1016/j.obhdp.2024.104375

Daniel Villanova , Mario Pandelaere

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On time or on thin ice: How deadline violations negatively affect perceived work quality and worker evaluations 准时还是如履薄冰？违反最后期限如何对感知的工作质量和工人评价产生负面影响

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-09-26 DOI: 10.1016/j.obhdp.2024.104365

David Fang , Sam J. Maglio

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When expressing pride makes people seem less competent 表达自豪感会使人显得能力不足

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-08-02 DOI: 10.1016/j.obhdp.2024.104352

Rebecca L. Schaumberg

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Does expertise protect against overclaiming false knowledge? 专业知识能否防止过度宣称虚假知识？

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-07-25 DOI: 10.1016/j.obhdp.2024.104354

Stav Atir , Emily Rosenzweig , David Dunning

{"title":"Does expertise protect against overclaiming false knowledge?","authors":"Stav Atir , Emily Rosenzweig , David Dunning","doi":"10.1016/j.obhdp.2024.104354","DOIUrl":"10.1016/j.obhdp.2024.104354","url":null,"abstract":"<div><p>Recognizing one’s ignorance is a fundamental skill. We ask whether superior background knowledge or expertise improves the ability to distinguish what one knows from what one does not know, i.e., whether expertise leads to superior meta-knowledge. Supporting this hypothesis, we find that the more a person knows about a topic, the less likely they are to “overclaim” knowledge of nonexistent terms in that topic. Moreover, such expertise protects against overclaiming especially when people are most prone to overclaim – when they view themselves subjectively as experts. We find support for these conclusions in an internal meta-analysis (17 studies), in comparisons of experts and novices in medicine and developmental psychology, and in an experiment manipulating expertise. Finally, we find that more knowledgeable people make knowledge judgments more automatically, which is related to less false familiarity and more accurate recognition. In contrast, their less knowledgeable peers are more likely to deliberate about their knowledge judgments, potentially thinking their way into false familiarity. Whereas feeling like an expert predisposes one to overclaim impossible knowledge, true expertise provides a modest protection against doing so.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"184 ","pages":"Article 104354"},"PeriodicalIF":3.4,"publicationDate":"2024-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141780926","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

Neuroticism and the sales profession 神经质与销售职业

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-07-03 DOI: 10.1016/j.obhdp.2024.104353

Johannes Habel , Selma Kadić-Maglajlić , Nathaniel N. Hartmann , Ad de Jong , Nicolas A. Zacharias , Fabian Kosse

{"title":"Neuroticism and the sales profession","authors":"Johannes Habel , Selma Kadić-Maglajlić , Nathaniel N. Hartmann , Ad de Jong , Nicolas A. Zacharias , Fabian Kosse","doi":"10.1016/j.obhdp.2024.104353","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104353","url":null,"abstract":"<div><p>While neuroticism is known to change throughout people’s lives, the specific causes of these changes remain poorly understood. One underexplored question is whether specific professions and associated job characteristics can foster neuroticism. Drawing on Cybernetic Big Five Theory (CB5T), we propose business-to-business (B2B) sales jobs entail frequent experiences of uncertainty, which over time increase salespeople’s neuroticism. Four studies with ∼1,700 B2B salespeople and ∼24,000 non-B2B-salespeople provide evidence that working in B2B sales jobs is positively associated with neuroticism. B2B sales job characteristics that are related to uncertainty and thus potentially explain the positive association of sales and neuroticism are complex customer needs, long sales cycles, complex sales targets, tough customer negotiations, and high shares of incentives in compensation plans. These results contribute to establishing CB5T as an explanatory framework for changes in neuroticism within the work environment. They also offer important implications for employees and managers.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"184 ","pages":"Article 104353"},"PeriodicalIF":3.4,"publicationDate":"2024-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141539813","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

Range goals as dual reference points 作为双重参考点的范围目标

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-07-03 DOI: 10.1016/j.obhdp.2024.104340

Scott Wallace , Jordan Etkin

{"title":"Range goals as dual reference points","authors":"Scott Wallace , Jordan Etkin","doi":"10.1016/j.obhdp.2024.104340","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104340","url":null,"abstract":"<div><p>Goals are an important motivational tool, and goal setting plays a critical role in both the process and outcomes of goal pursuit. But while the literature on goal setting has largely focused on specific goals, emphasizing their benefits relative to “do your best” goals, an important alternative has largely been overlooked: range goals. Contributing to this gap, we propose a novel conceptualization of range goals as dual reference points, emphasizing the role of the two range endpoints as discrete targets during goal pursuit. In this research, we develop and empirically validate two key propositions: (1) that a range goal’s lower and upper endpoints serve as distinct reference points, and (2) that individuals can flexibly direct (and change) their focus between these two endpoints during goal pursuit. Building on these propositions, we predict and test a series of implications for managing range goal pursuit (e.g., timing feedback messages or structuring complex goal tasks to enhance performance), finding that range goal performance is greatest when positive or encouraging cues occur around the range’s lower endpoint. Finally, contrasting these insights with related findings in the context of specific goals, we test and discuss implications for goal setting (i.e., choosing to set a range vs. specific goal for a particular application). Six main empirical studies (plus five supplemental and one pilot study) support our conceptualization of range goals as dual reference points, shedding light on when and why range goals are a particularly effective motivational tool.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"184 ","pages":"Article 104340"},"PeriodicalIF":3.4,"publicationDate":"2024-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141539812","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

Social inferences from choice context: Dominated options can engender distrust 从选择环境中得出社会推论：占主导地位的选择会引起不信任

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-07-01 DOI: 10.1016/j.obhdp.2024.104337

Jonathan E. Bogard , Joseph S. Reiff , Eugene M. Caruso , Hal E. Hershfield

{"title":"Social inferences from choice context: Dominated options can engender distrust","authors":"Jonathan E. Bogard , Joseph S. Reiff , Eugene M. Caruso , Hal E. Hershfield","doi":"10.1016/j.obhdp.2024.104337","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104337","url":null,"abstract":"<div><p>The details of a decision context — including the set of alternatives being offered — can considerably influence the judgments and choices that people make. For instance, people’s decisions are often influenced by the presence of a dominated option (one that is objectively inferior to one of the alternatives) in a choice set. In studying such “context effects,” previous research has focused on how the composition of a choice set affects people’s choices and the way they attend to options and weigh attributes. We take a complementary approach. Here, we propose that the composition of a choice set may be interpreted as signaling information about the choice architect who curated the choice set. Further, we hypothesize that these social inferences can systematically influence decisions. Across seven experiments (<em>N</em> = 3328) using vignette studies and incentive-compatible economic games, we focus on one example of this more general phenomenon, showing that the inclusion of a dominated option can engender distrust in the choice architect. This distrust in turn leads to greater preference for other choice providers. By investigating the social implications of dominated options, we uncover novel psychological and behavioral consequences of choice set composition. We close by considering broader theoretical and practical implications regarding social inferences from choice context.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"183 ","pages":"Article 104337"},"PeriodicalIF":3.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141486759","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 credibility dilemma: When acknowledging a (perceived) lack of credibility can make a boast more believable 可信度困境：当承认（被认为）缺乏可信度时，夸夸其谈会更可信

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-07-01 DOI: 10.1016/j.obhdp.2024.104351

Kristina A. Wald , Shereen J. Chaudhry , Jane L. Risen

{"title":"The credibility dilemma: When acknowledging a (perceived) lack of credibility can make a boast more believable","authors":"Kristina A. Wald , Shereen J. Chaudhry , Jane L. Risen","doi":"10.1016/j.obhdp.2024.104351","DOIUrl":"10.1016/j.obhdp.2024.104351","url":null,"abstract":"<div><p>People who are judged negatively by others (e.g., as low in competence) often face a dilemma: They may want to self-promote (to improve others’ impressions of them), but worry their claims may not seem <em>believable</em>. We term this type of situation the “credibility dilemma,” and investigate how people can self-promote most effectively in such cases. In particular, we examine the impact of explicitly acknowledging one’s perceived lack of credibility while self-promoting (e.g., “I’m not that smart, but…” or “I know this may seem hard to believe, but…”). Across ten studies, we find that credibility disclaimers <em>improve</em> perceptions of the self-promoter (compared to self-promoting without them) by increasing perceptions of the speaker’s self-awareness and sincerity. In contrast, credibility disclaimers are ineffective (and sometimes backfire) when the speaker is <em>already</em> perceived as credible. Our findings suggest that common advice to avoid drawing attention to one’s flaws may sometimes be unwarranted.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"183 ","pages":"Article 104351"},"PeriodicalIF":3.4,"publicationDate":"2024-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141863827","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

Secrets at work 工作中的秘密

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-07-01 DOI: 10.1016/j.obhdp.2024.104335

Michael L. Slepian , Eric M. Anicich , Nir Halevy

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Cultural tightness in organizations: Investigating the impact of formal and informal cultural tightness on employee creativity 组织中的文化紧密性：调查正式和非正式文化紧密度对员工创造力的影响

IF 3.4 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-06-28 DOI: 10.1016/j.obhdp.2024.104338

Roy Chua , Na Zhao , Meng Han

{"title":"Cultural tightness in organizations: Investigating the impact of formal and informal cultural tightness on employee creativity","authors":"Roy Chua , Na Zhao , Meng Han","doi":"10.1016/j.obhdp.2024.104338","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104338","url":null,"abstract":"<div><p>This paper delineates cultural tightness into formal versus informal aspects to depict the strength of norms and the extent of sanctions emanating from both formal and informal norms. Organizations with high formal cultural tightness regulate behaviors through explicit written norms and official sanctions, whereas those with high informal cultural tightness regulate behaviors through uncodified norms, collective beliefs, and informal social sanctions. Through a field study across 14 diverse companies in two countries (Malaysia and the Philippines) and two experiments involving participants from the United States, we found that perceived informal cultural tightness consistently exerts a more significant impact on stifling employee creativity than perceived formal cultural tightness. Additionally, we discovered that these two aspects of cultural tightness also potentially interact to influence employee creativity. Lastly, we identified promotion-focused (but not prevention-focused) self-regulation as a likely mechanism through which informal cultural tightness affects employee creativity. These findings contribute to cultural tightness-looseness theory and research on how organizational culture affects employee creativity.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"184 ","pages":"Article 104338"},"PeriodicalIF":3.4,"publicationDate":"2024-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141486145","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