Organizational Behavior and Human Decision Processes

1985 - 2026

Current editor(s): John M. Schaubroeck

From Elsevier
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Volume 160, issue C, 2020

Gay and lesbian disclosure and heterosexual identity threat: The role of heterosexual identity commitment in shaping de-stigmatization pp. 1-18

Brent J. Lyons, John W. Lynch and Tiffany D. Johnson

Small steps to accuracy: Incremental belief updaters are better forecasters pp. 19-35

Pavel Atanasov, Jens Witkowski, Lyle Ungar, Barbara Mellers and Philip Tetlock

Feeling authentic serves as a buffer against rejection pp. 36-50

Francesca Gino and Maryam Kouchaki

When poignant stories outweigh cold hard facts: A meta-analysis of the anecdotal bias pp. 51-67

Traci H. Freling, Zhiyong Yang, Ritesh Saini, Omar Itani and Ryan Rashad Abualsamh

Feeling proud but guilty? Unpacking the paradoxical nature of unethical pro-organizational behavior pp. 68-86

Pok Man Tang, Kai Chi Yam and Joel Koopman

The conversations we seek to avoid pp. 87-105

Katherine Qianwen Sun and Michael L. Slepian

Examining the role of harm-to-others in lay perceptions of greed pp. 106-114

Erik G. Helzer and Emily Rosenzweig

Gender, power and emotions in the collaborative production of knowledge: A large-scale analysis of Wikipedia editor conversations pp. 115-130

Jana Gallus and Sudeep Bhatia

Conversational receptiveness: Improving engagement with opposing views pp. 131-148

Michael Yeomans, Julia Minson, Hanne Collins, Frances Chen and Francesca Gino

When eliminating bias isn’t fair: Algorithmic reductionism and procedural justice in human resource decisions pp. 149-167

David T. Newman, Nathanael J. Fast and Derek J. Harmon

Volume 159, issue C, 2020

Cultivating a conflict-positive workplace: How mindfulness facilitates constructive conflict management pp. 8-20

Adam A. Kay and Daniel P. Skarlicki

Helping People by Being in the Present: Mindfulness Increases Prosocial Behavior pp. 21-38

Andrew C. Hafenbrack, Lindsey D. Cameron, Gretchen M. Spreitzer, Chen Zhang, Laura J. Noval and Samah Shaffakat

Does being mindful make people more creative at work? The role of creative process engagement and perceived leader humility pp. 39-48

Siu Yin Cheung, Emily G. Huang, Song Chang and Liqun Wei

Finding calm in the storm: A daily investigation of how trait mindfulness buffers against paranoid cognition and emotional exhaustion following perceived discrimination at work pp. 49-63

Christian N. Thoroughgood, Katina B. Sawyer and Jennica R. Webster

Mind your own break! The interactive effect of workday respite activities and mindfulness on employee outcomes via affective linkages pp. 64-77

SinHui Chong, You Jin Kim, Hun Whee Lee, Russell E. Johnson and Lin, Szu-Han (Joanna)

Wherever you go, there you become: How mindfulness arises in everyday situations pp. 78-96

Christopher S. Reina and Ravi S. Kudesia

Volume 158, issue C, 2020

It’s not what you say, it’s how you say it: Conversational flow as a predictor of networking success pp. 1-10

Mindy Truong, Nathanael J. Fast and Jennifer Kim

Let’s choose one of each: Using the partition dependence effect to increase diversity in organizations pp. 11-26

Zhiyu Feng, Yukun Liu, Zhen Wang and Krishna Savani

Actionable recommendations for narrowing the science-practice gap in open science pp. 27-35

Herman Aguinis, George C. Banks, Steven G. Rogelberg and Wayne F. Cascio

The moral psychology of continuation decisions: A recipe for moral disengagement pp. 36-48

Gary D. Sherman

What if diamonds did not last forever? Signaling status achievement through ephemeral versus iconic luxury goods pp. 49-65

Perrine Desmichel, Nailya Ordabayeva and Bruno Kocher

Simplification and defaults affect adoption and impact of technology, but decision makers do not realize it pp. 66-79

Peter Bergman, Jessica Lasky-Fink and Todd Rogers

To be or not to be your authentic self? Catering to others’ preferences hinders performance pp. 83-100

Francesca Gino, Ovul Sezer and Laura Huang

Juggling work and home selves: Low identity integration feels less authentic and increases unethicality pp. 101-111

Mahdi Ebrahimi, Maryam Kouchaki and Vanessa M. Patrick

Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity pp. 112-125

Burak Oc, Michael A. Daniels, James M. Diefendorff, Michael R. Bashshur and Gary J. Greguras

Do status incentives undermine morality-based status attainment? Investigating the mediating role of perceived authenticity pp. 126-138

Feng Bai, Grace Ching Chi Ho and Wu Liu

Volume 157, issue C, 2020

Fostering creativity across countries: The moderating effect of cultural bundles on creativity pp. 1-45

Kevyn Yong, Pier Vittorio Mannucci and Michel W. Lander

Passing the buck to the wealthier: Reference-dependent standards of generosity pp. 46-56

Jonathan Z. Berman, Amit Bhattacharjee, Deborah A. Small and Gal Zauberman

Hidden failures pp. 57-67

Lauren Eskreis-Winkler and Ayelet Fishbach

When negotiators with honest reputations are less (and more) likely to be deceived pp. 68-84

Ilanit SimanTov-Nachlieli, Liron Har-Vardi and Simone Moran

The effect of childhood socioeconomic status on patience pp. 85-102

Debora V. Thompson, Rebecca W. Hamilton and Ishani Banerji

Slow response times undermine trust in algorithmic (but not human) predictions pp. 103-114

Emir Efendić, Philippe P.F.M. Van de Calseyde and Anthony M. Evans

Antecedents of leaders' power sharing: The roles of power instability and distrust pp. 115-128

Sanne Feenstra, Jennifer Jordan, Frank Walter and Janka I. Stoker

Does everyone have the potential to achieve their ideal body weight? Lay theories about body weight and support for price discrimination policies pp. 129-142

Li, Shaobo (Kevin), Michail D. Kokkoris and Krishna Savani

The “fixed” pie perception and strategy in dyadic versus multiparty negotiations pp. 143-158

Mary C. Kern, Jeanne M. Brett, Laurie R. Weingart and Chase S. Eck

Culture and social hierarchy: Collectivism as a driver of the relationship between power and status pp. 159-176

Christopher To, Lisa M. Leslie, Carlos J. Torelli and Jennifer L. Stoner

Volume 156, issue C, 2020

Organizational costs of compensating for mind-body dissonance through conspiracies and superstitions pp. 1-12

Li Huang and Jennifer Whitson

Better off and far away: Reactions to others’ outcomes depends on their distance pp. 13-23

Daniel A. Yudkin, Nira Liberman, Cheryl Wakslak and Yaacov Trope

Shifting focus: The influence of affective diversity on team creativity pp. 24-37

Kyle J. Emich and Lynne C. Vincent

The stress-relieving benefits of positively experienced social sexual behavior in the workplace pp. 38-52

Leah D. Sheppard, Jane O'Reilly, Marius van Dijke, Simon Lloyd D. Restubog and Karl Aquino

Lead the horse to water, but don’t make him drink: The effects of moral identity symbolization on coworker behavior depend on perceptions of proselytization pp. 53-68

Zhu, Luke (Lei), Simon Lloyd D. Restubog, Keith Leavitt, Le Zhou and Mo Wang

Thanks for your ideas: Gratitude and team creativity pp. 69-81

Nashita Pillay, Guihyun Park, Ye Kang Kim and Sujin Lee

Advice in the presence of external cues: The impact of conflicting judgments on perceptions of expertise pp. 82-96

Mauricio Palmeira

How lacking control drives fluency effects in evaluative judgment pp. 97-112

Sean Blair

When leaders ask questions: Can humility premiums buffer the effects of competence penalties? pp. 113-134

Irina Cojuharenco and Natalia Karelaia

Fibbing about your feelings: How feigning happiness in the face of personal hardship affects trust pp. 135-154

Emma E. Levine and Kristina A. Wald

Getting to less: When negotiating harms post-agreement performance pp. 155-175

Einav Hart and Maurice E. Schweitzer

History backfires: Reminders of past injustices against women undermine support for workplace policies promoting women pp. 176-189

Ivona Hideg and Anne E. Wilson

Volume 155, issue C, 2019

The role of paradox theory in decision making and management research pp. 1-6

David A. Waldman, Linda L. Putnam, Ella Miron-Spektor and Donald Siegel

Creativity under workload pressure and integrative complexity: The double-edged sword of paradoxical leadership pp. 7-19

Yan Shao, Bernard A. Nijstad and Susanne Täuber

A paradox perspective on the interactive effects of visionary and empowering leadership pp. 20-30

Eric Kearney, Meir Shemla, Daan van Knippenberg and Florian A. Scholz

Toward a theory of meta-paradoxical leadership pp. 31-41

Craig L. Pearce, Christina L. Wassenaar, Yair Berson and Rivka Tuval-Mashiach

Paradoxical leader behavior in long-term corporate development: Antecedents and consequences pp. 42-54

Yan Zhang and Yu-Lan Han

How organizational actors live out paradoxical tensions through power relations: The case of a youth prison pp. 55-67

Matthias Wenzel, Jochen Koch, Joep P. Cornelissen, Wasko Rothmann and N. Natalie Senf

Living with paradox through irony pp. 68-82

Philip Gylfe, Henrika Franck and Eero Vaara

Pushing through the tension while stuck in the mud: Paradox mindset and escalation of commitment pp. 83-96

Dustin J. Sleesman