Organizational Behavior and Human Decision Processes最新文献

{"title":"On the trajectory of discrimination: A meta-analysis and forecasting survey capturing 44 years of field experiments on gender and hiring decisions","authors":"Michael Schaerer ,&nbsp;Christilene du Plessis ,&nbsp;My Hoang Bao Nguyen ,&nbsp;Robbie C.M. van Aert ,&nbsp;Leo Tiokhin ,&nbsp;Daniël Lakens ,&nbsp;Elena Giulia Clemente ,&nbsp;Thomas Pfeiffer ,&nbsp;Anna Dreber ,&nbsp;Magnus Johannesson ,&nbsp;Cory J. Clark ,&nbsp;Gender Audits Forecasting Collaboration ,&nbsp;Eric Luis Uhlmann","doi":"10.1016/j.obhdp.2023.104280","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104280","url":null,"abstract":"<div><p>A preregistered meta-analysis, including 244 effect sizes from 85 field audits and 361,645 individual job applications, tested for gender bias in hiring practices in female-stereotypical and gender-balanced as well as male-stereotypical jobs from 1976 to 2020. A “red team” of independent experts was recruited to increase the rigor and robustness of our meta-analytic approach. A forecasting survey further examined whether laypeople (n = 499 nationally representative adults) and scientists (n = 312) could predict the results. Forecasters correctly anticipated reductions in discrimination against female candidates over time. However, both scientists and laypeople overestimated the continuation of bias against female candidates. Instead, selection bias in favor of male over female candidates was eliminated and, if anything, slightly reversed in sign starting in 2009 for mixed-gender and male-stereotypical jobs in our sample. Forecasters further failed to anticipate that discrimination against male candidates for stereotypically female jobs would remain stable across the decades.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"179 ","pages":"Article 104280"},"PeriodicalIF":4.6,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0749597823000560/pdfft?md5=a472ae7b731dda9cfb6b97a1c59e8224&pid=1-s2.0-S0749597823000560-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91775249","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":"Curiosity in organizations: Addressing adverse reactions, trade-offs, and multi-level dynamics","authors":"Todd Kashdan ,&nbsp;Spencer H. Harrison ,&nbsp;Evan Polman ,&nbsp;Ronit Kark","doi":"10.1016/j.obhdp.2023.104274","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104274","url":null,"abstract":"<div><p>Curiosity serves a basic function in increasing the probability of work engagement, productivity, creativity, and innovation. Much of what is known about curiosity in organizations has been limited to explorations of individuals. Here, we provide empirically supported insights on how curiosity operates at various levels spanning individuals, collaborations, teams, organizations, and societies. Additionally, we advance research and practice by addressing several neglected issues. There is a strange disconnect in how leaders and co-workers encourage curiosity yet often experience an adverse reaction during or after its occurrence. There is also a strange asymmetry in the field such that curiosity is often described as a universally positive asset/trait yet there are costs that are worthy of consideration such as decision-making speed (i.e., trade-offs). Depending on the type of curiosity and mode of expression, curiosity can have bright, dark, or mixed consequences. Our aim is to help scientists and practitioners to better understand and intervene when attempting to capitalize on curiosity.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"179 ","pages":"Article 104274"},"PeriodicalIF":4.6,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138549108","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":"Food for thought: How curiosity externalization is fostered through organizational identity","authors":"Nicole Hinrichs ,&nbsp;Marc Stierand ,&nbsp;Vlad Glăveanu","doi":"10.1016/j.obhdp.2023.104293","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104293","url":null,"abstract":"<div><p>Curiosity has increasingly been deemed to hold pivotal influence over the ventures founders create. While this growing body of knowledge has helped us understand the origins of a venture, what is less well understood is the process by which individual curiosity gets externalized to the organizational level. Yet, the externalization of curiosity has been recognized as central for rallying organizational members behind innovation initiatives. To understand how curiosity externalizes and thereby translates into a venture’s collective property, we conducted an in-depth case study of Rasmus Munk and his two Michelin-starred restaurant Alchemist. Our empirically grounded process model draws attention to the pivotal role identity mechanisms assume in externalizing curiosity in a venture: Promoting originality through <em>de-familiarizing the familiar</em> at the individual level is counter-balanced by <em>familiarizing the unfamiliar</em> into a coherent venture story at the organizational level.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"179 ","pages":"Article 104293"},"PeriodicalIF":4.6,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0749597823000699/pdfft?md5=c04b81678dad9c052b7fca3e841512fe&pid=1-s2.0-S0749597823000699-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91775248","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":"Going beyond the call of duty under conditions of economic threat: Integrating life history and temporal dilemma perspectives","authors":"Nina Sirola","doi":"10.1016/j.obhdp.2023.104292","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104292","url":null,"abstract":"<div><p>Under conditions of economic threat, such as during economic downturns, organizations can benefit from employees’ willingness to go beyond the call of duty and engage in organization-directed citizenship behavior (OCBO). Yet, such behavior is discretionary and competes for time with employees’ other interests and priorities. I integrate life history theory with the temporal dilemma perspective on organizational citizenship behavior to propose that childhood environments sensitize individuals to prioritize different goals in response to economic threat later in life. Consistent with strategies for responding to threat that are functional in their childhood environments, employees from wealthier backgrounds respond to economic threat by focusing on the future and allocating more time to OCBO, whereas employees from poorer backgrounds exhibit the opposite response. Two pre-registered multi-source field surveys found support for the theory and also showed that the effects of economic threat may lead to a reproduction of childhood inequalities by impacting employees’ promotion potential. A pre-registered experiment replicated the effects on future focus and OCBO and found that they can be attenuated through a future focus induction. I discuss implications for research on employee responses to economic threat, influences of early-life conditions on employee psychology and behavior later in life, and organizational dynamics as drivers of inequality.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"179 ","pages":"Article 104292"},"PeriodicalIF":4.6,"publicationDate":"2023-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49701750","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 interplay of gender and perceived sexual orientation at the bargaining table: A social dominance and intersectionalist perspective","authors":"Sreedhari D. Desai ,&nbsp;Brian C. Gunia","doi":"10.1016/j.obhdp.2023.104279","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104279","url":null,"abstract":"<div><p>Prior research suggests that female negotiators often obtain worse outcomes than male negotiators. The current research examines whether this pattern extends to the large subset of men and women who identify as gays and lesbians. In particular, we interweave scholarship on gender stereotypes with work on intersectionality and MOSAIC theory to develop a theoretical model that anticipates how male and female negotiators will be treated at the bargaining table based on whether they are perceived to be heterosexual or homosexual. This model predicts that homosexual women, like heterosexual men, will receive more beneficial negotiation offers and outcomes than heterosexual women and homosexual men. Additionally, it suggests that this will happen because people hold markedly different behavioral expectations for male and female heterosexual and homosexual negotiators. The results of five experimental and audit studies involving diverse samples of participants including Masters Students in the U.S. and India, individuals selling items on Craigslist, and street vendors in India provide robust support. Collectively, these findings highlight the importance of considering gender and sexual orientation in tandem when studying negotiation.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"179 ","pages":"Article 104279"},"PeriodicalIF":4.6,"publicationDate":"2023-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49701744","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":"Hot streak! Inferences and predictions about goal adherence","authors":"Jackie Silverman ,&nbsp;Alixandra P. Barasch ,&nbsp;Deborah A. Small","doi":"10.1016/j.obhdp.2023.104281","DOIUrl":"https://doi.org/10.1016/j.obhdp.2023.104281","url":null,"abstract":"<div><p>When do people make optimistic forecasts about goal adherence? Nine preregistered studies find that a recent streak of goal-consistent behavior increases the predicted likelihood that the individual will persist, compared to various other patterns holding the rate of goal adherence constant. This effect is due to perceiving a higher level of commitment following a streak. Accordingly, the effect is larger when the behavior requires commitment to stick with it, compared to when the same behavior is enjoyable in its own right. Furthermore, the effect is weaker in the presence of another diagnostic cue of commitment: when the individual has a high historic rate of goal adherence. People also behave strategically in ways consistent with these inferences (e.g., are less likely to adopt costly goal support tools following a streak, choose partners with recent streaks for joint goal pursuit). Together, these results demonstrate the significance of streaky behavior for forecasting goal adherence.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"179 ","pages":"Article 104281"},"PeriodicalIF":4.6,"publicationDate":"2023-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49700450","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 entrenchment effect: Why people persist with less-preferred behaviors","authors":"Alicea Lieberman ,&nbsp;On Amir ,&nbsp;Ziv Carmon","doi":"10.1016/j.obhdp.2023.104277","DOIUrl":"10.1016/j.obhdp.2023.104277","url":null,"abstract":"<div><p>This research examines a perplexing but all too common phenomenon in which people actively forego nearly costless opportunities to switch from less-preferred tasks to preferred alternatives. The authors investigate such failures to change and identify a novel underlying cause—entrenchment, a state of heightened tedious task-set accessibility. A series of experiments demonstrate that a significant subset of participants choose to continue a less-preferred task when given an opportunity to change to a preferred alternative (Studies 1-4a). The more participants repeat a less-preferred task, the more difficult constructing a new task set feels, increasing the proportion who do not switch to their preferred task (Studies 2a-2b). Finally, disrupting task continuity attenuates entrenchment and increases switching (Studies 3-4b). This research contributes to the understanding of why people get stuck in ruts, continuing less-preferred activities when they could easily switch to better alternatives, and provides insights to help manage behavior change.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"178 ","pages":"Article 104277"},"PeriodicalIF":4.6,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45438630","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":"(Don’t) mind the gap? Information gaps compound curiosity yet also feed frustration at work","authors":"Vera M. Schweitzer ,&nbsp;Fabiola H. Gerpott ,&nbsp;Wladislaw Rivkin ,&nbsp;Jakob Stollberger","doi":"10.1016/j.obhdp.2023.104276","DOIUrl":"10.1016/j.obhdp.2023.104276","url":null,"abstract":"<div><p>Although information gaps frequently occur in the workplace, surprisingly little organizational research considered their psychological consequences for employees. We refine the information gap theory by integrating it with the cognitive-affective processing system (CAPS) framework to argue that work-related information gaps constitute a double-edged sword for work engagement because they elicit both specific curiosity and frustration. We find support for our cognitive-affective process model of information gaps across two experience-sampling studies and an experimental study. In Study 1 (74 employees, 270 days), we validated a work-related information gap scale to empirically disentangle information gaps from specific curiosity. In Study 2 (107 employees, 719 days), information gaps were positively associated with specific curiosity and frustration, which in turn had differential effects on work engagement. In Study 3 (405 employees across two conditions), we provide causal support for our model and rule out alternative cognitive (i.e., boredom) and affective (i.e., thriving) mechanisms.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"178 ","pages":"Article 104276"},"PeriodicalIF":4.6,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44583328","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":"Unconstructive curiosity killed the cat: The importance of follower political skill and constructive curiosity to avoid leader perceptions of insubordination and unlikability","authors":"Phillip S. Thompson ,&nbsp;Mark C. Bolino ,&nbsp;Kalan R. Norris ,&nbsp;Shu-Tsen Kuo","doi":"10.1016/j.obhdp.2023.104275","DOIUrl":"10.1016/j.obhdp.2023.104275","url":null,"abstract":"<div><p>The popular business press has portrayed workplace curiosity – defined as the pursuit of information, knowledge, or learning in the workplace – as the most valuable quality employees can possess. Most research examining workplace curiosity has found that it is positively related to desirable employee outcomes; however, little is known about the potential dark side of this well-intentioned, yet risky, workplace behavior. Further, past research suggests that well-intentioned risky follower acts can lead to unintended negative leader perceptions. In this paper, we theorize that the relationship between follower curiosity and leader ratings of follower likability is mediated by leader perceptions of follower insubordination, and that this mediated relationship is moderated by follower political skill, such that the indirect effect of follower curiosity on follower likability via perceptions of follower insubordination is stronger for followers with lower (rather than higher) political skill. In Study 1, using data from three samples of leader–follower dyads collected at three time points, we find support for our theoretical model. In Study 2, using experimental vignette methodology, we not only find that follower curiosity and political skill interact to predict lower levels of leader perceptions of follower insubordination, but also that the curiosity of politically skilled followers is perceived as more constructive than the curiosity of followers who are less politically skilled. In Study 3, also using experimental vignette methodology, we find that leaders rate curious followers as more insubordinate and less likable when they engage in unconstructive curiosity. Together these three studies suggest that political skill enables followers to be curious without being perceived as insubordinate, that follower curiosity is less risky when it is constructive, and that curious followers who ask the right questions are less likely to be considered insubordinate or unlikable by their leader. Implications and future research directions are discussed.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"178 ","pages":"Article 104275"},"PeriodicalIF":4.6,"publicationDate":"2023-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42097157","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":"Increasing worker motivation using a reward scheme with probabilistic elements","authors":"Adrian R. Camilleri ,&nbsp;Katarina Dankova ,&nbsp;Jose M. Ortiz ,&nbsp;Ananta Neelim","doi":"10.1016/j.obhdp.2023.104256","DOIUrl":"10.1016/j.obhdp.2023.104256","url":null,"abstract":"<div><p>The purpose of this research was to investigate the effectiveness of a probabilistic reward scheme to motivate workers and increase their performance. Across seven experiments (three of which are in the online appendices) testing three different real effort tasks, we compared two novel probabilistic reward schemes with two traditional non-probabilistic reward schemes. In our flagship “single lottery” probabilistic scheme, worker performance was associated with the accumulation of lottery tickets in the worker’s own personal lottery with a moderate jackpot on offer. It was possible for the worker to accumulate all tickets and thus guarantee the jackpot. We found that the single lottery scheme increased motivation and performance relative to other probabilistic and non-probabilistic schemes with the same expected values. There was also evidence that the single lottery scheme was particularly effective for lower-ability workers relative to the non-probabilistic schemes. We argue that the single lottery scheme uniquely benefited from optimism bias and the goal gradient effect. Considering perceptions of (un)fairness associated with probabilistic reward schemes – at least at first – we discuss what labor contexts are appropriate for the introduction of a probabilistic reward scheme.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"177 ","pages":"Article 104256"},"PeriodicalIF":4.6,"publicationDate":"2023-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41468532","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}