OOIR: Observatory of International Research

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 2021-08-01 to 2025-08-01.)

Article	Citations
Editorial Board	48
Tangibility bias in investment risk judgments	40
Advice taking vs. combining opinions: Framing social information as advice increases source’s perceived helping intentions, trust, and influence	36
Differences in consumer-benefiting misconduct by nonprofit, for-profit, and public organizations	35
Editorial Board	35
When we should care more about relationships than favorable deal terms in negotiation: The economic relevance of relational outcomes (ERRO)	35
Editorial Board	34
Hidden costs of text-based electronic communication on complex reasoning tasks: Motivation maintenance and impaired downstream performance	33
Perceptions of conflict: Parochial cooperation and outgroup spite revisited	30
Going far together by being here now: Mindfulness increases cooperation in negotiations	30
When sellers care about caretakers: Seller attachment shapes who gets to the bargaining table	29
The limits of inconspicuous incentives	28
Illumination and elbow grease: A theory of how mental models of the creative process influence creativity	28
Cheating constraint decisions and discrimination against workers with lower financial standing	21
The 1-in-X effect in perceptions of risk likelihood differences	20
Rupture and reclamation in the life story: The role of early relationships in self-narratives following a forced career transition	20
The breadth of normative standards: Antecedents and consequences for individuals and organizations	20
Gender and social entrepreneurship fundraising: A mission drift perspective	19
The race discipline gap: A cautionary note on archival measures of behavioral misconduct	19
Editorial Board	17
Led by curiosity and responding with voice: The influence of leader displays of curiosity and leader gender on follower reactions of psychological safety and voice	17
You don’t need to answer right away! Receivers overestimate how quickly senders expect responses to non-urgent work emails	17
Using fresh starts to nudge increased retirement savings	16
Joining disconnected others reduces social identity threat in women brokers	16
Different ally motivations lead to different outcomes: How self-transcendence and self-enhancement values predict effectiveness of self-identified allies	16

Working during non-standard work time undermines intrinsic motivation	16
Chronic monitoring for wrongdoing as a signal of immoral character	16
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]	16
The small-world illusion: Overestimating the frequency of in-person interactions with acquaintances	15
Publisher's note	15
Fragile or robust? Differential effects of gender threats in the workplace among men and women	15
Editorial Board	14
The credibility dilemma: When acknowledging a (perceived) lack of credibility can make a boast more believable	14
Not all allies are created equal: An intersectional examination of relational allyship for women of color at work	14
Open Science at OBHDP	14
Gender differences in interpersonal trust: Disclosure behavior, benevolence sensitivity and workplace implications	13
“It’s not about the money. It’s about sending a message!” Avengers want offenders to understand the reason for revenge	13
Going beyond Western, Educated, Industrialized, Rich, and Democratic (WEIRD) samples and problems in organizational research	12
A Numeracy-Task interaction model of perceived differences	12
Editorial Board	12
Unlocking creative potential: Reappraising emotional events facilitates creativity for conventional thinkers	12
Editorial Board	12
Range goals as dual reference points	12
Scholars of color explore bias in academe: Calling in allies and sharing affirmations for us by us	12
Benevolent friends and high integrity leaders: How preferences for benevolence and integrity change across relationships	11
Norms for Behavioral Change (NBC) model: How injunctive norms and enforcement shift descriptive norms in science	11
Repeated engagement in misconduct by executives involved with financial restatements	11
When loyalty binds: Examining the effectiveness of group versus personal loyalty calls on followers’ compliance with leaders’ unethical requests	11
Thinking outside the box helps build social connections: The role of creative mindsets in reducing daily rudeness	11
Editorial Board	10
Neuroticism and the sales profession	10
The interpersonal consequences of stealing ideas: Worse character judgments and less co-worker support for an idea (vs. money) thief	10
The transparency dilemma: How AI disclosure erodes trust	10
Indirect cronyism and its underlying exchange logic: How managers’ particularism orientation and the third Party’s hierarchical power strengthen its existence	10