Organizational Behavior and Human Decision Processes

Papers
(The TQCC of Organizational Behavior and Human Decision Processes is 10. 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 2021-06-01 to 2025-06-01.)
ArticleCitations
Editorial Board80
Differences in consumer-benefiting misconduct by nonprofit, for-profit, and public organizations44
Tangibility bias in investment risk judgments39
Advice taking vs. combining opinions: Framing social information as advice increases source’s perceived helping intentions, trust, and influence35
When we should care more about relationships than favorable deal terms in negotiation: The economic relevance of relational outcomes (ERRO)35
Editorial Board32
Editorial Board32
Perceptions of conflict: Parochial cooperation and outgroup spite revisited30
The limits of inconspicuous incentives30
Hidden costs of text-based electronic communication on complex reasoning tasks: Motivation maintenance and impaired downstream performance28
Illumination and elbow grease: A theory of how mental models of the creative process influence creativity28
Going far together by being here now: Mindfulness increases cooperation in negotiations26
Rupture and reclamation in the life story: The role of early relationships in self-narratives following a forced career transition26
Gender and social entrepreneurship fundraising: A mission drift perspective26
Cheating constraint decisions and discrimination against workers with lower financial standing25
The race discipline gap: A cautionary note on archival measures of behavioral misconduct23
The breadth of normative standards: Antecedents and consequences for individuals and organizations20
The 1-in-X effect in perceptions of risk likelihood differences19
Led by curiosity and responding with voice: The influence of leader displays of curiosity and leader gender on follower reactions of psychological safety and voice19
Editorial Board18
You don’t need to answer right away! Receivers overestimate how quickly senders expect responses to non-urgent work emails18
Using fresh starts to nudge increased retirement savings17
Chronic monitoring for wrongdoing as a signal of immoral character17
Corrigendum to “Don’t fear the meter: How longer time limits bias managers to prefer hiring with flat fee compensation” [Org. Behav. Hum. Decis. Process. 162 (2021) 42–58]17
Joining disconnected others reduces social identity threat in women brokers17
Fragile or robust? Differential effects of gender threats in the workplace among men and women16
Working during non-standard work time undermines intrinsic motivation16
Different ally motivations lead to different outcomes: How self-transcendence and self-enhancement values predict effectiveness of self-identified allies16
Publisher's note15
“It’s not about the money. It’s about sending a message!” Avengers want offenders to understand the reason for revenge15
Open Science at OBHDP14
Editorial Board14
The credibility dilemma: When acknowledging a (perceived) lack of credibility can make a boast more believable14
When it pays to be kind: The allocation of indirect reciprocity within power hierarchies14
The small-world illusion: Overestimating the frequency of in-person interactions with acquaintances14
Going beyond Western, Educated, Industrialized, Rich, and Democratic (WEIRD) samples and problems in organizational research13
Editorial Board13
Range goals as dual reference points13
Moral signaling through donations of money and time13
Gender differences in interpersonal trust: Disclosure behavior, benevolence sensitivity and workplace implications13
Unlocking creative potential: Reappraising emotional events facilitates creativity for conventional thinkers13
A Numeracy-Task interaction model of perceived differences13
Not all allies are created equal: An intersectional examination of relational allyship for women of color at work13
Scholars of color explore bias in academe: Calling in allies and sharing affirmations for us by us12
Repeated engagement in misconduct by executives involved with financial restatements12
Editorial Board12
The transparency dilemma: How AI disclosure erodes trust11
When loyalty binds: Examining the effectiveness of group versus personal loyalty calls on followers’ compliance with leaders’ unethical requests11
Norms for Behavioral Change (NBC) model: How injunctive norms and enforcement shift descriptive norms in science11
Neuroticism and the sales profession11
Indirect cronyism and its underlying exchange logic: How managers’ particularism orientation and the third Party’s hierarchical power strengthen its existence11
Editorial Board10
The interpersonal consequences of stealing ideas: Worse character judgments and less co-worker support for an idea (vs. money) thief10
Editorial Board10
Thinking outside the box helps build social connections: The role of creative mindsets in reducing daily rudeness10
Benevolent friends and high integrity leaders: How preferences for benevolence and integrity change across relationships10
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