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 2021-05-01 to 2025-05-01.)
ArticleCitations
Editorial Board79
Differences in consumer-benefiting misconduct by nonprofit, for-profit, and public organizations51
Tangibility bias in investment risk judgments42
Humans judge, algorithms nudge: The psychology of behavior tracking acceptance39
When we should care more about relationships than favorable deal terms in negotiation: The economic relevance of relational outcomes (ERRO)37
Editorial Board34
Advice taking vs. combining opinions: Framing social information as advice increases source’s perceived helping intentions, trust, and influence34
Editorial Board32
Hidden costs of text-based electronic communication on complex reasoning tasks: Motivation maintenance and impaired downstream performance30
The limits of inconspicuous incentives29
Going far together by being here now: Mindfulness increases cooperation in negotiations28
Perceptions of conflict: Parochial cooperation and outgroup spite revisited28
Gender and social entrepreneurship fundraising: A mission drift perspective26
Illumination and elbow grease: A theory of how mental models of the creative process influence creativity26
“Many others are doing it, so why shouldn't I?”: How being in larger competitions leads to more cheating25
Cheating constraint decisions and discrimination against workers with lower financial standing25
The race discipline gap: A cautionary note on archival measures of behavioral misconduct24
Ironic Egalitarianism: When hierarchy-attenuating motives increase hierarchy-enhancing beliefs23
The breadth of normative standards: Antecedents and consequences for individuals and organizations21
The 1-in-X effect in perceptions of risk likelihood differences20
Rupture and reclamation in the life story: The role of early relationships in self-narratives following a forced career transition19
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
You don’t need to answer right away! Receivers overestimate how quickly senders expect responses to non-urgent work emails17
Fragile or robust? Differential effects of gender threats in the workplace among men and women17
Editorial Board17
Joining disconnected others reduces social identity threat in women brokers16
Different ally motivations lead to different outcomes: How self-transcendence and self-enhancement values predict effectiveness of self-identified allies16
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
Working during non-standard work time undermines intrinsic motivation15
Chronic monitoring for wrongdoing as a signal of immoral character15
“It’s not about the money. It’s about sending a message!” Avengers want offenders to understand the reason for revenge14
The small-world illusion: Overestimating the frequency of in-person interactions with acquaintances14
Using fresh starts to nudge increased retirement savings14
Publisher's note14
Open Science at OBHDP14
Not all allies are created equal: An intersectional examination of relational allyship for women of color at work13
When it pays to be kind: The allocation of indirect reciprocity within power hierarchies13
The credibility dilemma: When acknowledging a (perceived) lack of credibility can make a boast more believable13
Editorial Board13
Going beyond Western, Educated, Industrialized, Rich, and Democratic (WEIRD) samples and problems in organizational research12
Range goals as dual reference points12
Gender differences in interpersonal trust: Disclosure behavior, benevolence sensitivity and workplace implications12
A Numeracy-Task interaction model of perceived differences12
Scholars of color explore bias in academe: Calling in allies and sharing affirmations for us by us12
Editorial Board12
Unlocking creative potential: Reappraising emotional events facilitates creativity for conventional thinkers12
Moral signaling through donations of money and time11
Emotional acknowledgment: How verbalizing others’ emotions fosters interpersonal trust11
Editorial Board11
Benevolent friends and high integrity leaders: How preferences for benevolence and integrity change across relationships11
Editorial Board11
Repeated engagement in misconduct by executives involved with financial restatements11
When loyalty binds: Examining the effectiveness of group versus personal loyalty calls on followers’ compliance with leaders’ unethical requests10
Neuroticism and the sales profession10
Norms for Behavioral Change (NBC) model: How injunctive norms and enforcement shift descriptive norms in science10
Indirect cronyism and its underlying exchange logic: How managers’ particularism orientation and the third Party’s hierarchical power strengthen its existence10
Thinking outside the box helps build social connections: The role of creative mindsets in reducing daily rudeness10
The interpersonal consequences of stealing ideas: Worse character judgments and less co-worker support for an idea (vs. money) thief10
0.072865009307861