Journal of Organizational Behavior最新文献

{"title":"Neurodiversity Right: The Case for Neurodiversity Employment Programs","authors":"Andrew Millin,&nbsp;Nicole A. Drader-Mazza,&nbsp;Katie L. Badura,&nbsp;Virginie Lopez-Kidwell,&nbsp;Timothy P. Munyon","doi":"10.1002/job.70040","DOIUrl":"https://doi.org/10.1002/job.70040","url":null,"abstract":"<div>\u0000 \u0000 <p>High unemployment rates among neurodivergent labor market participants, combined with the increasing prevalence of neurodivergent conditions and broader labor market forces, have led to organizational investment in neurodiversity employment programs. In this paper, we reflect on the progress made by neurodiversity employment programs, to address the grand challenge of recruiting and retaining neurodivergent employees. We begin by outlining key constructs related to neurodiversity and a theoretical basis for the adoption and execution of neurodiversity employment programs. We also document the emergence and growth of the varying types of neurodiversity employment programs: pre-hire (internship and hiring), external partner, and post-hire programs. We argue that these programs, which seek to increase the representation of neurodivergent workers, are taking necessary steps toward reducing barriers to employment for, and leveraging the unique strengths of, the neurodivergent workforce.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 1","pages":"166-178"},"PeriodicalIF":6.8,"publicationDate":"2025-12-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145930841","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":"Is There a Sweet Spot for Gender Diversity Effects on Financial Performance in Organizations? An S-Curve Model Explanation","authors":"Orlando C. Richard,&nbsp;Pamela Gu,&nbsp;Derek R. Avery,&nbsp;María del Carmen Triana,&nbsp;Marcus Stewart,&nbsp;Patrick F. McKay","doi":"10.1002/job.70043","DOIUrl":"https://doi.org/10.1002/job.70043","url":null,"abstract":"<div>\u0000 \u0000 <p>By integrating theories of social identity, critical mass, and status hierarchies, we propose an S-curve model of the relationship between gender diversity and firm performance. We test our hypotheses using two retail store samples and a third sample of Fortune 500 companies. Across all three samples, we find support for an S-shaped relationship between gender diversity and firm performance where moderate levels of gender diversity serve as a “sweet spot” for a beneficial effect of gender diversity on firm performance. However, we find that this relationship is moderated by gender equality management such that there are no effects of gender diversity on performance when gender equality is poorly managed. Theoretical and practical implications are discussed.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 1","pages":"81-99"},"PeriodicalIF":6.8,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145930878","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":"Beyond Neurodiversity Lite: Improving the Robustness of Neurodiversity Employment Programs","authors":"Maira E. Ezerins,&nbsp;Timothy J. Vogus,&nbsp;Elizabeth H. Follmer,&nbsp;Lauren S. Simon","doi":"10.1002/job.70039","DOIUrl":"https://doi.org/10.1002/job.70039","url":null,"abstract":"<div>\u0000 \u0000 <p>The confluence of economic conditions and emerging evidence of the advantages of a neurodiverse workforce has sparked dozens of high-profile neurodiversity employment programs. Despite some success, the impact of these initiatives pales in comparison to the scope of employment challenges facing neurodivergent job seekers. In this article, we argue that the limited impact of neurodiversity employment initiatives is a function of at least three key challenges: (1) an emphasis on the strengths of neurodivergent employees without a simultaneous focus on substantial organizational change; (2) unrecognized demands placed on neurodivergent employees to navigate their work and careers; and (3) a focus on prototypical forms of neurodiversity without considering intersectional identities and their implications for inclusion and belonging. Acknowledging these limitations, we build on the foundation of these programs and provide suggestions for fostering cultural changes aimed toward improving and broadening the impact of neurodiversity employment programs to create truly neuroinclusive organizations.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 1","pages":"179-185"},"PeriodicalIF":6.8,"publicationDate":"2025-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145930838","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":"Neurodiversity at Work: A Hiring Revolution or Just “Lite” Inclusion?","authors":"M. T. Dasborough","doi":"10.1002/job.70045","DOIUrl":"https://doi.org/10.1002/job.70045","url":null,"abstract":"&lt;p&gt;Public awareness of neurodiversity is rapidly expanding, fueled in part by media representations that celebrate difference and challenge stigma. For example, TLC's &lt;i&gt;Baylen Out Loud&lt;/i&gt;, featuring Baylen Dupree, a vibrant and candid 22-year-old with Tourette syndrome, offers millions of viewers a window into the daily realities of neurodivergence through humor, resilience, and authenticity. Similarly, A&amp;E's &lt;i&gt;Born This Way&lt;/i&gt;, which follows young adults with Down syndrome pursuing independence, and &lt;i&gt;The Employables&lt;/i&gt;, which chronicles job seekers with autism and Tourette syndrome, have brought neurodivergent experiences into mainstream consciousness. These programs have not only humanized neurodivergence but also catalyzed broader societal conversations about inclusion, belonging, and the value of neurological difference. As media portrayals increasingly normalize neurodiversity, workplaces also face growing expectations to translate awareness into meaningful organizational practices.&lt;/p&gt;&lt;p&gt;The integration of neurodivergent individuals into the workforce has become a central topic within contemporary diversity, equity, and inclusion (DEI) discourse (Austin and Pisano &lt;span&gt;2017&lt;/span&gt;). &lt;i&gt;Neurodiversity&lt;/i&gt;, encompassing conditions such as autism, ADHD, dyslexia, and Tourette's syndrome, represents an important but often overlooked dimension of human diversity. Although neurodivergent individuals comprise an estimated 15%–20% of the population, they continue to experience disproportionately high unemployment and underemployment rates (Doyle &lt;span&gt;2020&lt;/span&gt;). In response, many organizations have implemented neurodiversity hiring initiatives, seeking both to dismantle systemic employment barriers and to leverage the distinctive cognitive strengths of neurodivergent employees (Annabi et al. &lt;span&gt;2024&lt;/span&gt;). These initiatives signal progress toward inclusion but also invite critical examination of their scope and impact.&lt;/p&gt;&lt;p&gt;This issue's Point-Counterpoint exchange explores precisely that debate. The Point article by Millin et al. (&lt;span&gt;in press&lt;/span&gt;) highlights the successes of neurodiversity hiring initiatives in creating employment pathways and unlocking innovation. Drawing from emerging research and case studies, the authors argue that such programs help organizations access underutilized talent with unique abilities in pattern recognition, attention to detail, and problem-solving (Austin and Pisano &lt;span&gt;2017&lt;/span&gt;). Companies like SAP, Microsoft, and EY have become exemplars, demonstrating how neurodiversity hiring can benefit both employees and employers (LeFevre-Levy et al. &lt;span&gt;2023&lt;/span&gt;). The article further suggests that these initiatives inspire broader conversations about workplace accommodations and inclusive leadership practices, offering tangible evidence that neurodiversity programs can transform organizational culture.&lt;/p&gt;&lt;p&gt;In contrast, the Counterpoint article by Ezerins et al. (&lt;span&gt;in press&lt;/span&gt;) ","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 1","pages":"164-165"},"PeriodicalIF":6.8,"publicationDate":"2025-11-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.70045","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145930968","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":"","authors":"","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 4","pages":"710-727"},"PeriodicalIF":6.8,"publicationDate":"2025-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148086391","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":"I Am Not Who You Think I Am: The Role of Appraisal in Responses to Non-Verifying Feedback","authors":"Logan M. Steele,&nbsp;Emily Hill,&nbsp;Jane Jorgenson,&nbsp;Maryana Arvan","doi":"10.1002/job.70028","DOIUrl":"https://doi.org/10.1002/job.70028","url":null,"abstract":"<div>\u0000 \u0000 <p>In organizational settings, individuals often encounter feedback that conflicts with their self-views. While identity theory traditionally characterizes such non-verifying feedback as threatening, some research suggests these experiences can foster growth. We integrate identity control theory with cognitive appraisal theory to explain these contradictory findings, proposing that non-verifying feedback's impact depends on how it is appraised—as either an identity threat or opportunity. Through a mixed-methods experience sampling study with female leaders in engineering firms, we found that appraisal processes significantly influenced affective outcomes. Identity threats were associated with increased negative emotions and decreased positive emotions, while identity opportunities showed the opposite pattern. For identity threats, core self-evaluations moderated these relationships, buffering against negative evening moods among high-CSE participants. Our qualitative analysis identified seven distinct cues that trigger recognition of non-verifying feedback. These findings enhance our understanding of identity construction processes in organizations, particularly for women navigating role incongruity in male-dominated professions, while offering practical insights for constructive feedback delivery and reception.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 1","pages":"100-121"},"PeriodicalIF":6.8,"publicationDate":"2025-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145931000","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":"","authors":"","doi":"","DOIUrl":"","url":null,"abstract":"","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 4","pages":"685-709"},"PeriodicalIF":6.8,"publicationDate":"2025-11-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"148068952","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":"Performance Feedback: A Critical Systematic Review","authors":"Emma C. E. Heine,&nbsp;Jeroen Stouten,&nbsp;Robert C. Liden","doi":"10.1002/job.70033","DOIUrl":"https://doi.org/10.1002/job.70033","url":null,"abstract":"<div>\u0000 \u0000 <p>This critical systematic review responds to recent calls to untangle the fragmented state of the performance feedback literature. Even though performance feedback has a long history of being researched within the fields of organizational behavior and management, there has been no systematic review of the entire literature on performance feedback for almost three decades. Our review highlights that there are many different labels and contrasting definitions given to “feedback” and a lack of research specifying feedback valence, which limits our understanding and theory building. We further demonstrate that current research indicates that positive feedback consistently enhances performance, whereas negative feedback requires specific moderating variables or a high-quality supervisor–subordinate relationship to be effective. Synthesizing the results, we demonstrate for which factors and theoretical frameworks' robust evidence exists, and we contribute to developing a comprehensive programmatic theory of performance feedback: the performance feedback valence theory.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 2","pages":"312-361"},"PeriodicalIF":6.8,"publicationDate":"2025-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146193566","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":"Mind the Gap: An Integrative Review of the Causes of the Gender Pay Gap","authors":"Beth A. Livingston,&nbsp;Sujin Jeong,&nbsp;Felice B. Klein,&nbsp;Anushka Chakroborty","doi":"10.1002/job.70034","DOIUrl":"https://doi.org/10.1002/job.70034","url":null,"abstract":"<p>The gender pay gap (GPG) is often discussed in policy, media, and across multiple academic literatures. Scholars of the GPG have focused significant attention on the causes and generated an extensive body of work revealing rich insights on why women tend to make less than men. But this literature is fragmented, and the sheer number of causes found in previous studies limits our ability to recognize the main reasons for the gap and move the literature forward toward solutions. We review the literature across fields, including economics, sociology, and applied psychology/management, and offer a unifying framework that identifies the main reasons for the GPG. Specifically, our framework organizes the GPG causes, and the theories used to explain such causes into four main perspectives: capital accumulation, bias and discrimination, sorting, and nature- and nurture-based differences. Our framework also explains how these perspectives are affected by the national and organizational contexts in which they are embedded. We then discuss gaps in the current literature exposed by our model that can be filled via novel theoretical, cross-disciplinary research, and by adopting different methodological and practical approaches. Overall, our review distills a large and diffuse literature into a clear framework to direct researchers toward theoretical insights and novel research questions that can get us closer to pay equality across genders.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 2","pages":"261-287"},"PeriodicalIF":6.8,"publicationDate":"2025-10-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.70034","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"146176554","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":"Can You Have It All? How Employees' Whole-Life Perspective Relates to Role Performance Evaluations","authors":"Rebekka S. Steiner,&nbsp;Nicola von Allmen,&nbsp;Andreas Hirschi","doi":"10.1002/job.70032","DOIUrl":"https://doi.org/10.1002/job.70032","url":null,"abstract":"<p>Seeking satisfaction and success in work and other life domains (i.e., pursuing a career with a whole-life perspective) is important for many employees, yet its effects are not fully understood. We integrate signaling theory with boundary theory and the work–home resources model to investigate how and when an employee's whole-life perspective relates to the work–nonwork interface and role performance evaluations as perceived by key others. Two studies (Study 1: 194 employee-life partner and 171 employee–supervisor dyads; Study 2: time-lagged data from 210 life partners and 218 supervisors) reveal positive consequences of the employee's whole-life perspective. The results show that the employee's whole-life perspective, as perceived by the partner, positively relates to employee home role performance through perceived employee work-to-nonwork enrichment (Studies 1 and 2). Moreover, the employee's integrative boundary enactment style enhances signaling effects of a whole-life perspective for the partner. In addition, the employee's whole-life perspective, as perceived by the supervisor, is positively related to employee work role performance, mediated through lower perceived employee nonwork-to-work conflict (Study 1) and higher perceived employee nonwork-to-work enrichment (Study 2). The findings contribute to a deeper understanding of the consequences and related processes that occur when employees strive to simultaneously seek satisfaction and success in both work and other life domains.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"47 1","pages":"44-65"},"PeriodicalIF":6.8,"publicationDate":"2025-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.70032","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145931093","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}