Organizational Behavior and Human Decision Processes

Papers
(The TQCC of Organizational Behavior and Human Decision Processes is 12. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-03-01 to 2024-03-01.)
ArticleCitations
When eliminating bias isn’t fair: Algorithmic reductionism and procedural justice in human resource decisions161
Helping People by Being in the Present: Mindfulness Increases Prosocial Behavior92
Feeling proud but guilty? Unpacking the paradoxical nature of unethical pro-organizational behavior65
Nudging: Progress to date and future directions57
Wherever you go, there you become: How mindfulness arises in everyday situations56
The dark side of creativity: Coworker envy and ostracism as a response to employee creativity50
Same data, different conclusions: Radical dispersion in empirical results when independent analysts operationalize and test the same hypothesis50
Conversational receptiveness: Improving engagement with opposing views47
Actionable recommendations for narrowing the science-practice gap in open science45
Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity44
Does being mindful make people more creative at work? The role of creative process engagement and perceived leader humility42
Mind your own break! The interactive effect of workday respite activities and mindfulness on employee outcomes via affective linkages41
Cultivating a conflict-positive workplace: How mindfulness facilitates constructive conflict management39
Isolating the effect of injunctive norms on conservation behavior: New evidence from a field experiment in California37
Creative destruction in science35
Slow response times undermine trust in algorithmic (but not human) predictions35
Man up and take it: Gender bias in moral typecasting34
Mindfulness arrives at work: Deepening our understanding of mindfulness in organizations33
Mock meat in the butchery: Nudging consumers toward meat substitutes31
Small steps to accuracy: Incremental belief updaters are better forecasters30
To be or not to be your authentic self? Catering to others’ preferences hinders performance28
What if diamonds did not last forever? Signaling status achievement through ephemeral versus iconic luxury goods27
Finding calm in the storm: A daily investigation of how trait mindfulness buffers against paranoid cognition and emotional exhaustion following perceived discrimination at work27
Humans judge, algorithms nudge: The psychology of behavior tracking acceptance24
Juggling work and home selves: Low identity integration feels less authentic and increases unethicality24
Authenticity at work: Its shapes, triggers, and consequences23
Reputational and cooperative benefits of third-party compensation23
Pre-registration: Weighing costs and benefits for researchers22
Helping the organization but hurting yourself: How employees’ unethical pro-organizational behavior predicts work-to-life conflict22
Longitudinal relations between workplace mistreatment and engagement – The role of suicidal ideation among employees with mood disorders21
Antecedents of leaders' power sharing: The roles of power instability and distrust20
Simplification and defaults affect adoption and impact of technology, but decision makers do not realize it20
Behavior change20
From whom do we learn group norms? Low-ranking group members are perceived as the best sources20
Crafting messages to fight dishonesty: A field investigation of the effects of social norms and watching eye cues on fare evasion20
You don’t need to answer right away! Receivers overestimate how quickly senders expect responses to non-urgent work emails19
Financial shame spirals: How shame intensifies financial hardship19
The (better than expected) consequences of asking sensitive questions19
The motivation of mission statements: How regulatory mode influences workplace discrimination19
When poignant stories outweigh cold hard facts: A meta-analysis of the anecdotal bias18
Opting-in to prosocial incentives18
Rethinking reappraisal: The double-edged sword of regulating negative emotions in the workplace17
The Diversity-Uncertainty-Valence (DUV) model of generalized trust development17
Fostering creativity across countries: The moderating effect of cultural bundles on creativity17
Designing in-app messages to nudge behavior change: Lessons learned from a weight management app for young adults17
The demotivating effect (and unintended message) of awards17
Using behavioral insights to increase attendance at subsidized preschool programs: The Show Up to Grow Up intervention17
Using fresh starts to nudge increased retirement savings16
Active choice, implicit defaults, and the incentive to choose16
Culture and social hierarchy: Collectivism as a driver of the relationship between power and status16
Open science and reform practices in organizational behavior research over time (2011 to 2019)16
A concrete example of construct construction in natural language15
Moral signaling through donations of money and time15
The liking gap in groups and teams15
The effect of childhood socioeconomic status on patience15
Patient responses to physician disclosures of industry conflicts of interest: A randomized field experiment15
Flexing and floundering in the on-demand economy: Narrative identity construction under algorithmic management15
Compensatory conspicuous communication: Low status increases jargon use15
Agentic but not warm: Age-gender interactions and the consequences of stereotype incongruity perceptions for middle-aged professional women14
Decision making can be improved through observational learning14
A multiattribute attentional drift diffusion model14
Ambivalent bosses: An examination of supervisor expressed emotional ambivalence on subordinate task engagement13
Nudges and choice architecture in organizations: New frontiers13
Feeling authentic serves as a buffer against rejection13
Perceptions of conflict: Parochial cooperation and outgroup spite revisited13
The conversations we seek to avoid13
Passing the buck to the wealthier: Reference-dependent standards of generosity13
Gender, power and emotions in the collaborative production of knowledge: A large-scale analysis of Wikipedia editor conversations12
Revisiting attribute framing: The impact of number roundedness on framing12
Emotional acknowledgment: How verbalizing others’ emotions fosters interpersonal trust12
What is your status portfolio? Higher status variance across groups increases interpersonal helping but decreases intrapersonal well-being12
What is a habit? Diverse mechanisms that can produce sustained behavior change12
Rupture and reclamation in the life story: The role of early relationships in self-narratives following a forced career transition12
Designing nudges for the context: Golden coin decals nudge workplace behavior in China12
Better to give than to receive (or seek) help? The interpersonal dynamics of maintaining a reputation for creativity12
When negotiators with honest reputations are less (and more) likely to be deceived12
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