Organizational Behavior and Human Decision Processes最新文献_第3页

A chorus of different tongues: Official corporate language fluency and informal influence in multinational teams 不同语言的合唱：企业官方语言流利程度与跨国团队的非正式影响力

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-04-13 DOI: 10.1016/j.obhdp.2024.104334

Felipe A. Guzman , B. Sebastian Reiche

{"title":"A chorus of different tongues: Official corporate language fluency and informal influence in multinational teams","authors":"Felipe A. Guzman , B. Sebastian Reiche","doi":"10.1016/j.obhdp.2024.104334","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104334","url":null,"abstract":"<div><p>Multinational team members commonly face challenges to influence their peers to attain shared work goals in a language different from their mother tongue. However, the mechanisms linking multinational team members’ official corporate language fluency and their displays of informal influence are not well understood. Drawing from status characteristics theory, we propose that peer-granted status mediates the relationship between fluency in the official corporate language and informal influence. We tested this prediction across two field studies and two experiments utilizing three different operationalizations of informal influence: voice behavior, voice quality, and leadership emergence. Overall, we demonstrate that members fluent in the official corporate language receive higher peer-granted status than their less fluent peers, and this relationship is stronger in teams whose members primarily converse in a common non-corporate language. In turn, high-status members engage in voice more frequently, and are more likely to convey voice quality and emerge as leaders.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"182 ","pages":"Article 104334"},"PeriodicalIF":4.6,"publicationDate":"2024-04-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0749597824000268/pdfft?md5=656140128cb149bbf7b3a09398f2b278&pid=1-s2.0-S0749597824000268-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140552610","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

But what if I lose the offer? Negotiators’ inflated perception of their likelihood of jeopardizing a deal 但如果我失去了报价怎么办？谈判者夸大了自己危及交易的可能性

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-03-01 DOI: 10.1016/j.obhdp.2024.104319

Einav Hart , Julia B. Bear , Zhiying (Bella) Ren

{"title":"But what if I lose the offer? Negotiators’ inflated perception of their likelihood of jeopardizing a deal","authors":"Einav Hart , Julia B. Bear , Zhiying (Bella) Ren","doi":"10.1016/j.obhdp.2024.104319","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104319","url":null,"abstract":"<div><p>When deciding whether to negotiate, individuals typically assess any potential costs of negotiation. We propose that one major cost that individuals are concerned about, particularly in the context of job offers, is an offer being withdrawn from the bargaining table—losing out on a deal entirely. We refer to this heretofore unexamined concern as the perceived likelihood of jeopardizing a deal by negotiating. We investigate job candidates’ perceived likelihood of jeopardizing a deal, as compared to hiring managers’ reports, across seven studies (total <em>N</em> = 3,338), including surveys of academic job candidates and members of academic hiring committees, managers and hiring professionals, and experimental studies with interactive, incentivized negotiations conducted both in person and online. We consistently document that job candidates’ perception of the likelihood of jeopardizing a deal is exaggerated, i.e., discrepant with that of the hiring side. In some cases, this perception is associated with negotiation avoidance. We also theorize and find support for two underlying psychological mechanisms: zero-sum perceptions and psychological power. We further document contextual factors that decrease candidates’ zero-sum perceptions or increase their perceived power, which, in turn, diminish (but do not fully eliminate) the discrepancy between candidates’ and managers’ perceptions of the likelihood of jeopardizing a deal.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"181 ","pages":"Article 104319"},"PeriodicalIF":4.6,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140000091","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

An ally by any other name: Examining the effects of racial minority leaders as allies for advancing racial justice 其他名称的盟友：研究少数种族领导人作为盟友对促进种族公正的影响

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-03-01 DOI: 10.1016/j.obhdp.2024.104321

McKenzie C. Preston , Terrance L. Boyd , Angelica Leigh , Richard Burgess , Victor Marsh

{"title":"An ally by any other name: Examining the effects of racial minority leaders as allies for advancing racial justice","authors":"McKenzie C. Preston , Terrance L. Boyd , Angelica Leigh , Richard Burgess , Victor Marsh","doi":"10.1016/j.obhdp.2024.104321","DOIUrl":"https://doi.org/10.1016/j.obhdp.2024.104321","url":null,"abstract":"<div><p>We investigate employee evaluations of racial minority leaders who engage in allyship behaviors aimed at advancing racial equity. We argue that when racial minority leaders engage in racial allyship, perceptions of them as effective allies and leaders vary based on the target beneficiary group (i.e., <em>who</em> the allyship benefits) and the language utilized to explain their allyship (i.e., <em>how</em> the allyship is framed). We hypothesize and find empirical evidence across three experimental studies that suggests that when racial minority leaders engage in allyship behaviors that benefit their own racial group (i.e., same-race allyship), as opposed to another racial minority group (i.e., cross-race allyship), employees view them as displaying more ingroup favoritism, which lowers perceptions of allyship effectiveness. Additionally, we find that decreased perceptions of allyship effectiveness results in reduced employee perceptions of overall leader effectiveness and employee intentions to support racial equity efforts. Finally, we introduce voice amplification framing—a novel framing tactic in which racial minority leaders publicly highlight the ideas and voices of lower-level employees within their allyship—and we show that using this framing reduces the negative effects of same-race allyship. Our theory and findings have several implications for literature on allyship, message framing, and leadership.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"181 ","pages":"Article 104321"},"PeriodicalIF":4.6,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140052138","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

When loyalty binds: Examining the effectiveness of group versus personal loyalty calls on followers’ compliance with leaders’ unethical requests 当忠诚受到约束时：考察团体与个人忠诚号召对追随者遵从领导者不道德要求的影响

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-02-17 DOI: 10.1016/j.obhdp.2024.104310

John Angus D. Hildreth

引用次数: 0

Advantaged groups misperceive how allyship will be received 优势群体误解了盟友关系会得到怎样的回应

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-02-03 DOI: 10.1016/j.obhdp.2024.104309

Hannah J. Birnbaum , Desman Wilson , Adam Waytz

引用次数: 0

Beyond allies and recipients: Exploring observers’ allyship emulation in response to leader allyship 超越盟友和接受者：探索观察者对领导者盟友关系的效仿

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-01-18 DOI: 10.1016/j.obhdp.2023.104308

Zhanna Lyubykh , Natalya M. Alonso , Nick Turner

{"title":"Beyond allies and recipients: Exploring observers’ allyship emulation in response to leader allyship","authors":"Zhanna Lyubykh , Natalya M. Alonso , Nick Turner","doi":"10.1016/j.obhdp.2023.104308","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104308","url":null,"abstract":"<div><p>Leader allyship can be an important tool for advancing workplace gender equality; however, its ultimate effectiveness may depend on the reactions of those who witness it. Specifically, male observers can enhance allyship efforts by emulating their leader’s allyship or, conversely, undermine them by decreasing their allyship emulation. Across four studies, we explore why, when, and how ally leaders may encourage rather than discourage such allyship emulation. We find that observers’ identification with the leader drives their allyship emulation. Yet, this identification is contingent on the gender demography of the workgroup, as witnessing leader allyship lowers identification with the leader in male-dominated contexts. Further, how leaders engage in allyship matters for observers’ identification. Performative allyship lowers identification across both gender-balanced and male-dominated contexts, while authentic allyship increases identification and subsequent allyship emulation only in gender-balanced contexts. Finally, leaders can increase allyship emulation through identification in male-dominated workplaces with allyship-related storytelling.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"181 ","pages":"Article 104308"},"PeriodicalIF":4.6,"publicationDate":"2024-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0749597823000845/pdfft?md5=5e3ab784a2391a7f0b4e8e89d517a6cc&pid=1-s2.0-S0749597823000845-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139487451","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

Reinforcing OBHDP’s mission and our commitment to helping authors produce science of the highest quality 强化 OBHDP 的使命和我们帮助作者生产最高质量科学产品的承诺

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-01-01 DOI: 10.1016/j.obhdp.2024.104311

Mike Baer , Maryam Kouchaki

引用次数: 0

Corrigendum to “All’s well that ends (and peaks) well? A meta-analysis of the peak-end rule and duration neglect” [Org. Behav. Hum. Decis. Process. 170 (2022) 104149] 对 "结束（和峰值）顺利就万事大吉？对峰值结束规则和持续时间忽视的荟萃分析"[《组织。行为。人类。决策。过程》，170 (2022) 104149] 更正

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-01-01 DOI: 10.1016/j.obhdp.2023.104278

Balca Alaybek , Reeshad S. Dalal , Shea Fyffe , John A. Aitken , You Zhou , Xiao Qu , Alexis Roman , Julia I. Baines

引用次数: 0

Just be real with me: Perceived partner authenticity promotes relationship initiation via shared reality 跟我说实话感知到的伴侣真实性通过共享现实促进关系启动

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-01-01 DOI: 10.1016/j.obhdp.2023.104306

Maya Rossignac-Milon , Julianna Pillemer , Erica R. Bailey , C. Blaine Horton Jr. , Sheena S. Iyengar

{"title":"Just be real with me: Perceived partner authenticity promotes relationship initiation via shared reality","authors":"Maya Rossignac-Milon , Julianna Pillemer , Erica R. Bailey , C. Blaine Horton Jr. , Sheena S. Iyengar","doi":"10.1016/j.obhdp.2023.104306","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104306","url":null,"abstract":"<div><p>Relationships are a critical component of professional life, yet people often experience difficulties forming workplace bonds. We examine the impact of perceiving one’s interaction partner as authentic in an initial encounter as a key driver of relationship initiation through shared reality. Study 1, a longitudinal field study of professional networking events, revealed that perceived partner authenticity predicted relationship initiation four weeks later. Study 2 found pre-registered experimental evidence for the relationship between perceived partner authenticity and relationship initiation. Study 3 replicated these effects between pairs of new acquaintances working on a collaborative task and found that shared reality mediated the link between perceived partner authenticity and relationship initiation. In Study 4, these effects persisted for observable authenticity behaviors in conversations. Finally, Studies 5a-5b tested the causal effect of perceived partner authenticity on relationship initiation through increased shared reality. Overall, our results suggest that perceiving one’s partner as authentic during initial professional encounters promotes relationship initiation by fostering shared reality.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"180 ","pages":"Article 104306"},"PeriodicalIF":4.6,"publicationDate":"2024-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139433992","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

Demeaning extrinsic motivation leads to increased perceptions of hypocrisy 贬低外在动机会增加对虚伪的看法

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2024-01-01 DOI: 10.1016/j.obhdp.2023.104307

Liuxin Yan , Valentino Emil Chai , Kai Chi Yam

{"title":"Demeaning extrinsic motivation leads to increased perceptions of hypocrisy","authors":"Liuxin Yan , Valentino Emil Chai , Kai Chi Yam","doi":"10.1016/j.obhdp.2023.104307","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104307","url":null,"abstract":"<div><p>People who are extrinsically motivated are negatively stereotyped and are viewed less positively compared to those who are intrinsically motivated. As a result, individuals can strategically express their intrinsic motivation as an impression management tactic to gain more favorable evaluations from others. Aside from directly signaling their intrinsic motivation, individuals can also choose a more aggressive strategy by demeaning extrinsic motivation (e.g., “being motivated by money is shallow and meaningless!”). Across 7 primary studies and 3 supplementary studies (<em>N</em> = 3153), we document the prevalence of this phenomenon, users’ (mis)perceptions of how effective this strategy should be, and its actual interpersonal consequences across different contexts. Although being extrinsically motivated is negatively evaluated, we posit that demeaning extrinsic motivation would ironically make one appear more hypocritical and thus disliked, compared to demeaning other negative behaviors or explicitly praising extrinsic motivation. Furthermore, we found that these effects are stronger for those who are low in job calling orientation and high in socioeconomic status. In sum, although people might choose to demean extrinsic motivation in order to gain social approval, such a strategy often backfires.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"180 ","pages":"Article 104307"},"PeriodicalIF":4.6,"publicationDate":"2024-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139418995","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