Organizational Behavior and Human Decision Processes最新文献

{"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":"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}

{"title":"The limits of psychological safety: Nonlinear relationships with performance","authors":"Liat Eldor ,&nbsp;Michal Hodor ,&nbsp;Peter Cappelli","doi":"10.1016/j.obhdp.2023.104255","DOIUrl":"10.1016/j.obhdp.2023.104255","url":null,"abstract":"<div><p><span>While psychological safety climate is widely seen as having a positive relationship with work performance, there are compelling reasons as to why that may not always apply. We draw on cognitive psychology literature to suggest that high levels of psychological safety climate can actually harm the </span><em>performance of routine tasks.</em> The negative effect of high levels of psychological safety climate on these tasks can be moderated, however, by collective accountability. We find evidence for these propositions across five independent studies at different levels of analysis and organizational settings. We find that while moderate levels of psychological safety climate are associated with better in-role performance, high levels are associated with decreasing in-role performance. Collective accountability can buffer that decreasing performance. These results help identify the boundary conditions of psychological safety climate and extend research on it to organization-level and business outcomes with real-world consequences.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"177 ","pages":"Article 104255"},"PeriodicalIF":4.6,"publicationDate":"2023-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47751891","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":"Benevolent friends and high integrity leaders: How preferences for benevolence and integrity change across relationships","authors":"Alexander K. Moore ,&nbsp;Joshua Lewis ,&nbsp;Emma E. Levine ,&nbsp;Maurice E. Schweitzer","doi":"10.1016/j.obhdp.2023.104252","DOIUrl":"10.1016/j.obhdp.2023.104252","url":null,"abstract":"<div><p>Individuals value benevolence and integrity in their partners. However, in many workplace dilemmas benevolence and integrity conflict. Across 5 experiments (and 8 supplemental studies), we demonstrate that the relative importance individuals attach to having partners that prioritize either benevolence or integrity systematically shifts across relationships. We introduce the Size-Closeness-Hierarchy (SCH) Model, a theoretical framework to characterize preferences individuals have for benevolent versus high-integrity partners across workplace relationships that vary in group size, emotional closeness, and hierarchy. According to our model, as relationships involve more people, become more emotionally distant, and become more hierarchical (relational features common in leaders), individuals become more likely to prefer high-integrity partners. However, as relationships involve fewer people, become more emotionally close, and become more equal (relational features common in friends), individuals become more likely prefer benevolent partners. Our findings advance our understanding of the interplay between moral values, leadership, and interpersonal perceptions.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"177 ","pages":"Article 104252"},"PeriodicalIF":4.6,"publicationDate":"2023-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49090551","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":"It’s the journey, not just the destination: Conveying interpersonal warmth in written introductions","authors":"Kelly A. Nault ,&nbsp;Ovul Sezer ,&nbsp;Nadav Klein","doi":"10.1016/j.obhdp.2023.104253","DOIUrl":"10.1016/j.obhdp.2023.104253","url":null,"abstract":"<div><p>Professionals are often required to introduce themselves and engage in self-promotion in writing. Text-based self-promotion allows people to reach a wide audience but can make it difficult to convey warmth. Across seven studies (<em>N</em> = 2,533), we show that people conveyed greater warmth in written introductions when they emphasized their <em>journey</em> (i.e., the path taken to achieve their accomplishments) along with their <em>outcomes</em> (i.e., the accomplishments). In Studies 1a-1d, we used a real-world context and found that more journey-oriented LinkedIn introductions increased warmth perceptions, partly because these introducers were perceived as humbler. These results extended beyond naïve evaluators to human resources specialists. Studies 2–4 experimentally replicated these effects, additionally examining how information regarding the difficulty of outcomes affected perceptions and identifying communication medium as a boundary condition: journey information increased perceived warmth in text, but not video introductions. Adding journey information to written introductions conveys warmth and creates more favorable impressions.</p></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"177 ","pages":"Article 104253"},"PeriodicalIF":4.6,"publicationDate":"2023-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48498519","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}