Organizational Behavior and Human Decision Processes

Papers
(The TQCC of Organizational Behavior and Human Decision Processes is 11. 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 2021-11-01 to 2025-11-01.)
ArticleCitations
Advice taking vs. combining opinions: Framing social information as advice increases source’s perceived helping intentions, trust, and influence54
When less confident forecasts signal more expertise42
When we should care more about relationships than favorable deal terms in negotiation: The economic relevance of relational outcomes (ERRO)41
Editorial Board40
Tangibility bias in investment risk judgments39
When sellers care about caretakers: Seller attachment shapes who gets to the bargaining table37
Perceptions of conflict: Parochial cooperation and outgroup spite revisited36
Hidden costs of text-based electronic communication on complex reasoning tasks: Motivation maintenance and impaired downstream performance35
Editorial Board34
Editorial Board31
The limits of inconspicuous incentives29
Illumination and elbow grease: A theory of how mental models of the creative process influence creativity23
Going far together by being here now: Mindfulness increases cooperation in negotiations22
Scarcity undermines directed attention and pleasurable thinking21
Editorial Board21
Cheating constraint decisions and discrimination against workers with lower financial standing20
The breadth of normative standards: Antecedents and consequences for individuals and organizations20
The 1-in-X effect in perceptions of risk likelihood differences20
Not all workplace gossip is equal: A moral-emotions perspective on how gossip type shapes recipients’ reactions to gossipers19
Gender and social entrepreneurship fundraising: A mission drift perspective19
Rupture and reclamation in the life story: The role of early relationships in self-narratives following a forced career transition19
Joining disconnected others reduces social identity threat in women brokers18
You don’t need to answer right away! Receivers overestimate how quickly senders expect responses to non-urgent work emails18
Led by curiosity and responding with voice: The influence of leader displays of curiosity and leader gender on follower reactions of psychological safety and voice18
Fragile or robust? Differential effects of gender threats in the workplace among men and women17
Chronic monitoring for wrongdoing as a signal of immoral character16
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
Different ally motivations lead to different outcomes: How self-transcendence and self-enhancement values predict effectiveness of self-identified allies16
Editorial Board16
Working during non-standard work time undermines intrinsic motivation16
Using fresh starts to nudge increased retirement savings16
The credibility dilemma: When acknowledging a (perceived) lack of credibility can make a boast more believable15
Open Science at OBHDP15
The small-world illusion: Overestimating the frequency of in-person interactions with acquaintances15
Editorial Board15
Gender differences in interpersonal trust: Disclosure behavior, benevolence sensitivity and workplace implications14
“It’s not about the money. It’s about sending a message!” Avengers want offenders to understand the reason for revenge14
Publisher's note14
Not all allies are created equal: An intersectional examination of relational allyship for women of color at work13
Editorial Board13
The power and peril of first offers in negotiations: a conceptual, meta-analytic, and experimental synthesis13
Range goals as dual reference points12
A Numeracy-Task interaction model of perceived differences12
The Reviewer’s PACT: A guide and commitment to high-quality reviewing12
Unlocking creative potential: Reappraising emotional events facilitates creativity for conventional thinkers12
Scholars of color explore bias in academe: Calling in allies and sharing affirmations for us by us12
Thinking outside the box helps build social connections: The role of creative mindsets in reducing daily rudeness11
Benevolent friends and high integrity leaders: How preferences for benevolence and integrity change across relationships11
Going beyond Western, Educated, Industrialized, Rich, and Democratic (WEIRD) samples and problems in organizational research11
Norms for Behavioral Change (NBC) model: How injunctive norms and enforcement shift descriptive norms in science11
Editorial Board11
The transparency dilemma: How AI disclosure erodes trust11
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