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 2020-11-01 to 2024-11-01.)
ArticleCitations
Nudging: Progress to date and future directions78
Same data, different conclusions: Radical dispersion in empirical results when independent analysts operationalize and test the same hypothesis69
The dark side of creativity: Coworker envy and ostracism as a response to employee creativity56
Isolating the effect of injunctive norms on conservation behavior: New evidence from a field experiment in California44
Man up and take it: Gender bias in moral typecasting40
Mock meat in the butchery: Nudging consumers toward meat substitutes38
Humans judge, algorithms nudge: The psychology of behavior tracking acceptance36
Creative destruction in science36
Behavior change32
Helping the organization but hurting yourself: How employees’ unethical pro-organizational behavior predicts work-to-life conflict31
Pre-registration: Weighing costs and benefits for researchers30
Reputational and cooperative benefits of third-party compensation30
Crafting messages to fight dishonesty: A field investigation of the effects of social norms and watching eye cues on fare evasion28
You don’t need to answer right away! Receivers overestimate how quickly senders expect responses to non-urgent work emails27
Longitudinal relations between workplace mistreatment and engagement – The role of suicidal ideation among employees with mood disorders25
The motivation of mission statements: How regulatory mode influences workplace discrimination25
Flexing and floundering in the on-demand economy: Narrative identity construction under algorithmic management24
The (better than expected) consequences of asking sensitive questions22
Financial shame spirals: How shame intensifies financial hardship22
Using fresh starts to nudge increased retirement savings22
Rupture and reclamation in the life story: The role of early relationships in self-narratives following a forced career transition21
From whom do we learn group norms? Low-ranking group members are perceived as the best sources21
A concrete example of construct construction in natural language20
Opting-in to prosocial incentives20
What is a habit? Diverse mechanisms that can produce sustained behavior change19
A multiattribute attentional drift diffusion model19
Using behavioral insights to increase attendance at subsidized preschool programs: The Show Up to Grow Up intervention19
Rethinking reappraisal: The double-edged sword of regulating negative emotions in the workplace19
Open science and reform practices in organizational behavior research over time (2011 to 2019)19
The demotivating effect (and unintended message) of awards18
The Diversity-Uncertainty-Valence (DUV) model of generalized trust development18
Agentic but not warm: Age-gender interactions and the consequences of stereotype incongruity perceptions for middle-aged professional women18
Conceiving opposites together: Cultivating paradoxical frames and epistemic motivation fosters team creativity18
Compensatory conspicuous communication: Low status increases jargon use18
All’s well that ends (and peaks) well? A meta-analysis of the peak-end rule and duration neglect17
Designing in-app messages to nudge behavior change: Lessons learned from a weight management app for young adults17
Decision making can be improved through observational learning17
Moral signaling through donations of money and time17
Revisiting attribute framing: The impact of number roundedness on framing17
The liking gap in groups and teams16
Perceptions of conflict: Parochial cooperation and outgroup spite revisited16
Active choice, implicit defaults, and the incentive to choose16
Ambivalent bosses: An examination of supervisor expressed emotional ambivalence on subordinate task engagement15
Designing nudges for the context: Golden coin decals nudge workplace behavior in China15
Patient responses to physician disclosures of industry conflicts of interest: A randomized field experiment15
Just because you're powerless doesn't mean they aren't out to get you: Low power, paranoia, and aggression15
Emotional acknowledgment: How verbalizing others’ emotions fosters interpersonal trust15
Better to give than to receive (or seek) help? The interpersonal dynamics of maintaining a reputation for creativity14
Nudges and choice architecture in organizations: New frontiers14
Nudging persistence after failure through emergency reserves14
On the hiring of kin in organizations: Perceived nepotism and its implications for fairness perceptions and the willingness to join an organization14
Tailoring the intervention to the self: Congruence between self-affirmation and self-construal mitigates the gender gap in quantitative performance14
Work group rituals enhance the meaning of work14
What is your status portfolio? Higher status variance across groups increases interpersonal helping but decreases intrapersonal well-being13
Heroes from above but not (always) from within? Gig workers’ reactions to the sudden public moralization of their work13
A new look at employee happiness: How employees’ perceptions of a job as offering experiences versus objects to customers influence job-related happiness12
“Many others are doing it, so why shouldn't I?”: How being in larger competitions leads to more cheating12
Led by curiosity and responding with voice: The influence of leader displays of curiosity and leader gender on follower reactions of psychological safety and voice11
When it pays to be kind: The allocation of indirect reciprocity within power hierarchies11
Generosity without borders: The interactive effect of spatial distance and donation goals on charitable giving11
Target, distance, and valence: Unpacking the effects of normative feedback11
Social distance, trust and getting “hooked”: A phishing expedition10
The effect of categories on relative encoding biases in memory-based judgments10
Blinding curiosity: Exploring preferences for “blinding” one’s own judgment10
Working during non-standard work time undermines intrinsic motivation10
Social class background, disjoint agency, and hiring decisions10
The valley of trust: The effect of relational strength on monitoring quality10
Embracing multicultural tensions: How team members’ multicultural paradox mindsets foster team information elaboration and creativity10
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