 Nudging in organizations: How to avoid behavioral interventions being just a façadePetr Houdek Journal of Business Research, 2024, vol. 182, issue C Abstract: The utilization of nudging—behavioral interventions aimed at influencing the actions of employees or clients—has gained traction in organizations due to its perceived universal efficacy and cost-effectiveness. However, this paper presents a critical view, arguing that the success of a nudge is significantly influenced by a specific context, challenging the notion of it being a universal solution for organizational behavior modification. This paper highlights three primary concerns: the absence of a comprehensive behavioral change framework; an overemphasis on immediate effects and ad hoc successes at the expense of changing deep-seated motivations, decision-making capabilities, or organizational processes; and a tendency among managers to rely on anecdotal beliefs rather than robust evidence. The paper offers a framework for understanding these challenges and proposes organizational policies (training of managers and continuous organizational experimentation) to implement effective nudging strategies. This framework’s validity is supported by evidence from semi-structured interviews and focus group with industry professionals. Keywords: Behavior change; Nudging; Organizational experimentation (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:182:y:2024:i:c:s0148296324002856 DOI: 10.1016/j.jbusres.2024.114781 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.