Journal•ISSN: 0749-5978
Organizational Behavior and Human Decision Processes
Elsevier BV
About: Organizational Behavior and Human Decision Processes is an academic journal published by Elsevier BV. The journal publishes majorly in the area(s): Psychology & Group decision-making. It has an ISSN identifier of 0749-5978. Over the lifetime, 2201 publications have been published receiving 322985 citations.
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TL;DR: Ajzen, 1985, 1987, this article reviewed the theory of planned behavior and some unresolved issues and concluded that the theory is well supported by empirical evidence and that intention to perform behaviors of different kinds can be predicted with high accuracy from attitudes toward the behavior, subjective norms, and perceived behavioral control; and these intentions, together with perceptions of behavioral control, account for considerable variance in actual behavior.
Abstract: Research dealing with various aspects of* the theory of planned behavior (Ajzen, 1985, 1987) is reviewed, and some unresolved issues are discussed. In broad terms, the theory is found to be well supported by empirical evidence. Intentions to perform behaviors of different kinds can be predicted with high accuracy from attitudes toward the behavior, subjective norms, and perceived behavioral control; and these intentions, together with perceptions of behavioral control, account for considerable variance in actual behavior. Attitudes, subjective norms, and perceived behavioral control are shown to be related to appropriate sets of salient behavioral, normative, and control beliefs about the behavior, but the exact nature of these relations is still uncertain. Expectancy— value formulations are found to be only partly successful in dealing with these relations. Optimal rescaling of expectancy and value measures is offered as a means of dealing with measurement limitations. Finally, inclusion of past behavior in the prediction equation is shown to provide a means of testing the theory*s sufficiency, another issue that remains unresolved. The limited available evidence concerning this question shows that the theory is predicting behavior quite well in comparison to the ceiling imposed by behavioral reliability. © 1991 Academic Press. Inc.
65,095 citations
TL;DR: In social cognitive theory human behavior is extensively motivated and regulated by the ongoing exercise of self-influence as discussed by the authors, and the major self-regulative mechanism operates through three principal sub-functions: self-monitoring of one's behavior, its determinants, and its effects; judgment of behavior in relation to personal standards and environmental circumstances; and affective self-reaction.
Abstract: In social cognitive theory human behavior is extensively motivated and regulated by the ongoing exercise of self-influence. The major self-regulative mechanism operates through three principal subfunctions. These include self-monitoring of one's behavior, its determinants, and its effects; judgment of one's behavior in relation to personal standards and environmental circumstances; and affective self-reaction. Self-regulation also encompasses the self-efficacy mechanism, which plays a central role in the exercise of personal agency by its strong impact on thought, affect, motivation, and action. The same self-regulative system is involved in moral conduct although compared to the achievement domain, in the moral domain the evaluative standards are more stable, the judgmental factors more varied and complex, and the affective self-reactions more intense. In the interactionist perspective of social cognitive theory, social factors affect the operation of the self-regulative system.
4,222 citations
TL;DR: In this article, the authors argue that the creation and transfer of knowledge are a basis for competitive advantage in firms, and they build on a framework of knowledge reservoirs to identify the kinds of knowledge that are most difficult to transfer to different contexts.
Abstract: This concluding article in the special issue of Organizational Behavior and Human Decision Processes on the foundations of knowledge transfer in organizations argues that the creation and transfer of knowledge are a basis for competitive advantage in firms. The article builds on a framework of knowledge reservoirs to show why knowledge transfer can be difficult and to identify the kinds of knowledge that are most difficult to transfer to different contexts. The article develops the proposition that interactions among people, tasks, and tools are least likely to fit the new context and hence are the most difficult to transfer. This theoretical result illuminates how organizations can derive competitive advantage by transferring knowledge internally while preventing its external transfer to competitors. Because people are more similar within than between organizations, interactions involving people transfer more readily within than between firms. By embedding knowledge in interactions involving people, organizations can both effect knowledge transfer internally and impede knowledge transfer externally. Thus, knowledge embedded in the interactions of people, tools, and tasks provides a basis for competitive advantage in firms.
3,838 citations
TL;DR: In this paper, social learning theory is used as a theoretical basis for understanding ethical leadership and a constitutive definition of the ethical leadership construct is proposed. But, little empirical research focuses on an ethical dimension of leadership.
Abstract: Leaders should be a key source of ethical guidance for employees. Yet, little empirical research focuses on an ethical dimension of leadership. We propose social learning theory as a theoretical basis for understanding ethical leadership and oVer a constitutive deWnition of the ethical leadership construct. In seven interlocking studies, we investigate the viability and importance of this construct. We develop and test a new instrument to measure ethical leadership, examine the proposed connections of ethical leadership with other constructs in a nomological network, and demonstrate its predictive validity for important employee outcomes. SpeciWcally, ethical leadership is related to consideration behavior, honesty, trust in the leader, interactional fairness, socialized charismatic leadership (as measured by the idealized inXuence dimension of transformational leadership), and abusive supervision, but is not subsumed by any of these. Finally, ethical leadership predicts outcomes such as perceived eVectiveness of leaders, followers’ job satisfaction and dedication, and their willingness to report problems to management.
3,547 citations
TL;DR: This article examined the correlates of distributive, procedural, and interactional justice using 190 studies samples, totaling 64,757 participants, and found the distinction between the three justice types to be merited.
Abstract: The correlates of distributive, procedural, and interactional justice were examined using 190 studies samples, totaling 64,757 participants. We found the distinction between the three justice types to be merited. While organizational practices and outcomes were related to the three justice types, demographic characteristics of the perceiver were, in large part, unrelated to perceived justice. Job performance and counterproductive work behaviors, considered to be outcomes of perceived justice, were mainly related to procedural justice, whereas organizational citizenship behavior was similarly predicted by distributive and procedural justice. Most satisfaction measures were similarly related to all justice types. Although organizational commitment and trust were mainly related to procedural justice, they were also substantially related to the other types of justice. Findings from laboratory and field studies are not always in agreement. Future research agendas are discussed.
3,299 citations