Organizational Behavior and Human Decision Processes最新文献_第4页

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

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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

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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

Sincere solidarity or performative pretense? Evaluations of organizational allyship 真诚的团结还是矫揉造作?组织同盟关系的评估

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2023-12-03 DOI: 10.1016/j.obhdp.2023.104296

Rebecca Ponce de Leon , James T. Carter , Ashleigh Shelby Rosette

{"title":"Sincere solidarity or performative pretense? Evaluations of organizational allyship","authors":"Rebecca Ponce de Leon , James T. Carter , Ashleigh Shelby Rosette","doi":"10.1016/j.obhdp.2023.104296","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104296","url":null,"abstract":"<div><p>Although organizations increasingly seek to communicate allyship with the Black community, their ally statements can receive vastly different responses from Black observers. We develop and test a theoretical model outlining key drivers of allyship evaluations among these perceivers. Drawing from signaling theory and integrating insights from the literature on identity safety, we reveal the costliness and consistency of ally statements as critical determinants of Black perceivers’ evaluations of organizations as allies. Two studies—the first leveraging statements released by Fortune 500 companies and the second a more controlled follow-up experiment—demonstrate the interactive effects of cost and consistency on these assessments. Specifically, the most positive allyship evaluations emerged for organizations whose statements conveyed <em>both</em> high cost <em>and</em> high consistency. Our findings have implications for organizations and business leaders who aim to communicate allyship. To be recognized as allies, devoting resources and incurring costs is not enough; organizations must also signal a consistent commitment to supporting marginalized communities.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"180 ","pages":"Article 104296"},"PeriodicalIF":4.6,"publicationDate":"2023-12-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138480396","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

Promoting and supporting epiphanies in organizations: A transformational approach to employee development 促进和支持组织中的顿悟:员工发展的转型方法

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2023-11-11 DOI: 10.1016/j.obhdp.2023.104295

Erik Dane

引用次数: 0

When brokers don’t broker: Mitigating referral aversion in third-party help exchange 当代理不代理时:减轻第三方帮助交换中的推荐厌恶

IF 4.6 2区管理学

Organizational Behavior and Human Decision Processes Pub Date : 2023-11-03 DOI: 10.1016/j.obhdp.2023.104294

YeJin Park , Kelly Nault , Ko Kuwabara

{"title":"When brokers don’t broker: Mitigating referral aversion in third-party help exchange","authors":"YeJin Park , Kelly Nault , Ko Kuwabara","doi":"10.1016/j.obhdp.2023.104294","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104294","url":null,"abstract":"<div><p>Help exchange—whether for technical solutions, career advice, socioemotional support, or scarce resources—constitutes the very fabric of productive organizational life. Yet, a growing body of research has documented various ways in which help requesters and requestees misperceive each other, undermining their chances of giving and receiving help. So far, this line of research has focused on dyadic exchange and paid limited attention to triadic exchange involving third parties. To close this gap, the present research examines misperceptions that hinder requestees from offering referrals to potentially more willing or capable third parties. Six preregistered experiments (<em>n</em> = 2863) demonstrate what we term <em>referral aversion</em>, stemming from concerns about what offering unsolicited referrals instead of direct help might signal to requesters. Because of referral aversion, requestees overestimate how negatively requesters will react to unsolicited referrals versus (solicited or unsolicited) direct help. We also propose a simple intervention to mitigate referral aversion: making a generalized rather than personalized help request (i.e., asking for help from “you or someone you know” rather than “you”). In a field experiment (<em>n</em> = 541), participants who made generalized help requests to peers on a problem-solving task received higher quality help from both requestees and third parties, suggesting that seeking third-party help can promote help exchange in multiple ways. Altogether, these studies draw critical attention to the growing recognition that the process of reaching and connecting third parties is hardly automatic or frictionless and open new lines of inquiry on how to promote third party help exchange.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"180 ","pages":"Article 104294"},"PeriodicalIF":4.6,"publicationDate":"2023-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"71762120","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