Showing papers in "Organizational Behavior and Human Decision Processes in 2012"

TL;DR: The authors showed that job-related diversity is more positively related to innovative performance than to in-role performance, and that the influence of jobrelated diversity was moderated by task complexity.

TL;DR: The authors found that managers who are adept at thinking about their cultural assumptions (cultural metacognition) are more likely than others to develop affect-based trust in their relationships with people from different cultures, enabling creative collaboration.

TL;DR: In this paper, the authors demonstrate that experiencing power leads to overconfident decision-making and highlight the central role that the sense of power plays in producing these decisionmaking tendencies.

TL;DR: The authors found that feeling connected to another individual who engages in selfish or dishonest behavior leads people to behave more selfishly and less ethically themselves, and that psychologically connecting with a scoundrel led to greater moral disengagement.

TL;DR: In this paper, a mediated moderation model was proposed for abusive supervision and leader-member exchange to predict organizational deviance, with psychological need satisfaction mediating the effect of the interaction.

TL;DR: The authors found that making choices for others involves less loss aversion than choosing choices for the self, and that loss aversion is significantly lessened among people choosing for others in scenarios describing riskless choice.

TL;DR: In this paper, four experiments test the prediction that feelings of power lead individuals to discount advice received from both experts and novices, and conclude that individuals experiencing neutral and low levels of power weigh advice from experts and experienced advisors more heavily than advice from non-experts.

TL;DR: In this article, the authors investigated the effects of team knowledge management on the creativity and financial performance of organizational teams and found that team knowledge utilization was positively related to team creativity, which in turn predicted team financial performance over the 6-month period.

TL;DR: The authors conducted two laboratory studies assessing the link between domain expertise (low versus high) and intuitive decision-making effectiveness and found that the effectiveness of intuition relative to analysis is amplified at a high level of domain expertise.

TL;DR: This paper found that feeling as though an object such as an idea is "ours" (i.e., experiencing feelings of psychological ownership) propels people to selectively adopt others' suggestions for change.

TL;DR: In this article, the authors examined how status affects people's initial trust in others, and they consistently observed that the possession of high status led individuals to trust others more, and that the belief that others have positive intentions toward us (i.e., benevolence) explained the relationship between status and trust.

TL;DR: Examination of the effects of time pressure on decision behavior based on a prospect theory framework provides qualified support for theories that suggest increased risk-seeking for gains under time pressure.

TL;DR: This paper found that individuals who feel continuity with their future self are more likely to behave in ethically responsible ways as compared to people who lack continuity with future selves, and established a causal relationship between future self-continuity and ethical judgments by showing that when people are prompted to focus on their future (as opposed to the future), they express more disapproval of unethical behavior.

TL;DR: In this article, the authors find evidence for the team scaling fallacy and explore a reason for its occurrence, which is that as team size increases, people increasingly underestimate the number of labor hours required to complete projects.

TL;DR: In this paper, the authors examined when and why leader mistreatment is associated with workplace deviance, and they proposed that competence uncertainty strengthened the relationship between leader mistreating and workforce deviance and that hostility mediates this interactive effect.

TL;DR: In this paper, the authors explore how social comparisons in self-relevant achievement domains influence affective and cognitive trust and find that both upward and downward social comparisons harm trust, and find no benefits of upward comparisons on cognitive trust.

TL;DR: In this article, the authors examined how procedural fairness interacts with empowering leadership to promote employee OCB, and found that encouraging self-development strengthened the relationship between procedural fairness and OCB and this relationship was mediated by employees self-perceived status.

TL;DR: In this article, the authors investigate how, why and when activating economic schemas reduces the compassion that individuals extend to others in need when delivering bad news, and they show that this effect is mediated by dampened feelings of empathy and heightened perceptions of unprofessionalism, and that it is circumscribed to bad news that has economic implications.

TL;DR: In this article, a study of 212 knowledge workers within 26 teams, ranging from 3 to 19 members in size, employs multi-level modeling to examine the underlying mechanisms of relational loss.

TL;DR: In this article, the authors use self-regulation theory to explain how employees seek to fulfill goals through their organizational citizenship behavior, make plans to achieve those goals, engage in OCBs, and process feedback regarding their citizenship behavior.

TL;DR: In this article, the authors investigate the influence of specific emotions integral to a decision and show that specific emotional responses are necessary causes of the disposition effect, rather than merely playing a supporting role, and provide evidence that specific emotions associated with tasks may play more important role than previously recognized in some behavioral anomalies.

TL;DR: In this article, the authors integrate social exchange theory, specifically leader-member exchange (LMX), as an important mediator in explaining newcomer attachment to the job, occupation, and organization, using temporally-lagged data from 213 newcomers across 12 telemarketing organizations.

TL;DR: The authors integrated theories of social exchange and emotion to explain the receipt of interpersonal citizenship (help) and counterproductive behaviors (harm) using social network methodology, data on a total of 534 relationships were obtained from three samples of employees working for a food services organization.

TL;DR: In this paper, the hidden costs of expressing anger in negotiations were investigated and two experimental studies showed that an opponent's expression of anger can elicit both concessionary and retaliatory responses by focal negotiators.

TL;DR: In this paper, a Leader Self and Means Efficacy (LSME) is defined as a leader's level of perceived capability to self-regulate their thoughts and motivation, draw from means in their environment, and act successfully across a span of leader challenges and tasks in their current context.

TL;DR: The authors found that donors who have been personally affected by the target cause are perceived as less intrinsically charitable, i.e., having selfish motivations even when they had nothing economic or social to gain from the donation.

TL;DR: This article found that pressure to adhere to an individualistic norm boosted creativity in groups whose members scored low on the Creative Personality Scale (Gough, 1979 ), but stifled creativity for groups with high creativity.

TL;DR: In this paper, the authors explore how attending to the goals an activity achieves impacts the motivation to pursue the activity and find that the focus on the activity's instrumentality renders the activity more valuable yet its experience less positive.

TL;DR: This article examined the effect of uncertainty about the future on whether individuals select want options (e.g., junk foods, lowbrow films) or instead exert self-control and select should options.

TL;DR: In this paper, the mediated influence of core self-evaluations on employee health problems via job satisfaction and work stress, and the degree to which genetic factors explain these mediated relationships, were investigated.