Showing papers in "Organizational Behavior and Human Decision Processes in 2017"

TL;DR: This paper showed that task switching can enhance divergent thinking and convergent thinking in part because temporarily setting a task aside reduces cognitive fixation, and they found that participants who continually alternated back and forth between two creativity tasks outperformed both participants who switched between the tasks at their discretion and participants who attempted one task for the first half of the allotted time before switching to the other task for a second half.

TL;DR: In this article, the authors utilize a social-cognitive framework to explain why gender differences in ethics emerge and when women engage in less unethical negotiating behavior than do men, and explore financial incentives as a situational moderator.

TL;DR: For instance, the authors found evidence that the powerful are more likely to intervene when they witness workplace incivility and are less likely to avoid the perpetrator and offer social support to targets.

TL;DR: In this article, the authors integrate and extend the team adaptation literature using an IMOI framework to empirically examine a process model of team adaptive performance and examine two distinct contextual moderators: (a) internal versus external changes (i.e., origin), and (b) temporary versus sustained changes (e.g., duration).

TL;DR: In this paper, the authors employ a diary methodology to examine the within-individual effects of air pollution appraisals on employees' daily self-control resources and behavior, and find that air pollution severity deplete employees' self control resources, resulting in decreased organizational citizenship behavior and increased counterproductive work behavior.

TL;DR: In this article, the authors examine how supervisor regulatory foci can activate analogous foci in subordinates, and find that leader regulatory focus relates to follower regulatory focus via the mediating effects of the aforementioned leader behaviors.

TL;DR: This paper found that gender-blindness is a more adaptive strategy for increasing female workplace confidence than gender-awareness, and that genderblindness was related to actions necessary for reducing gender disparities (e.g., risk-taking, negotiation).

TL;DR: In this paper, the authors found that holding high-ranking positions makes people less likely to engage in principled dissent, and that highranking individuals identify more strongly with their organization or group, and therefore see its unethical practices as more ethical than do low-ranking individuals.

TL;DR: It is theorized that a hierarchical information structure, compared to a flat informationructure, will reduce creativity because it reduces cognitive flexibility.

TL;DR: In this paper, the authors investigate how help provision at work spills over to influence the provision of spousal support at home by examining a resource generation mechanism and a resource depletion mechanism.

TL;DR: In this article, the authors argue that task and relationship conflict, due to this unfolding process, shift from an initially significant positive relationship to a null relationship over time, and further propose that task conflict and dyadic task conflict asymmetry combine to produce high performance in the teams.

TL;DR: This article explored the shifting impact of sub-goals on human motivation as individuals move closer to goal attainment, and attributed this shift to the changing source of motivation at different time points during the goal pursuit.

TL;DR: This paper investigated generational differences in basic human values (Schwartz et al., 2012) in the Chinese workplace and found an increasing openness to change across cohorts, and a surprising upswing in conservation in the post-reform generation.

TL;DR: The authors found that those who believe or were induced to believe that ability can change through effort found negative absolute feedback highly valuable and relatively unthreatening to their self-concept, which, in turn, was positively associated with effort and learning.

TL;DR: In this paper, the authors examined the effects of lack of sleep on leader-follower relationship development at the beginning of their dyad tenure and found that the negative effects of a leader's sleep on relationships are mediated by hostility.

TL;DR: This article found that participants were more likely to choose dominating options when the options were presented simultaneously rather than sequentially, both when the dominance relationship was transparent and when it was not (Experiments 2-3).

TL;DR: Wang et al. as mentioned in this paper conducted a phenomenon-based research study in China to investigate how task complexity interacts with managing guanxi with a supervisor to influence the relationship between introversion and creativity.

TL;DR: For instance, this paper observed that low perceived control (both measured or manipulated) predicts greater ambiguity intolerance as well as greater negative attitudes towards ambiguous situations, but not other types of problematic workplace situations.

TL;DR: The authors showed that when there is more diversity along one dimension (e.g., race, clothing color), people also perceive more diversity on other dimensions (i.e., gender, skill) even when this cannot reflect reality.

TL;DR: This article examined the influence of national culture on the intolerance of bribery, based on the premise that bribery is more intolerable when it is committed by the actor seen as more agentic in a given culture.

TL;DR: The authors found that people judged highly creative forms of unethical behavior less severely than they punished less-creative forms of ethical behavior, and they were also more likely to emulate the behavior themselves.

TL;DR: In this article, the authors draw on Guanxi Theory to develop a model of differential effects of two dimensions of supervisor-subordinate guanxi (affective attachment to the supervisor and deference to the supervising authority) on voice.

TL;DR: The authors found that test explanations had direct effects on transparency, respect, and reassurance of test-taking reactions, fairness, and social exchange among retail employees. But the effects of the test explanations depended upon two contextual variables: test-takers' level of perceived organizational support and the quality of leader-member exchange relationships with their supervisors.

TL;DR: This article showed that decision-making groups respond more strongly to interventions designed to cure process problems, rather than prevent them, which has implications for theory on formal interventions, group decision making, and group development.

TL;DR: In this paper, the authors focus on how accurately help-seekers predict a key determinant of help value, namely, helper effort, and they find that helpers put more effort into helping than they expect.

TL;DR: In this article, the authors distinguish between two kinds of rationales buyers commonly employ in negotiations: constraint rationales (referring to one's own limited resources) and disparagement rationale (involving critiques of the negotiated object) and demonstrate their divergent effects.

TL;DR: The authors found that charismatic qualities of supervisors can predict employee perceptions of overall fairness, even when controlling for supervisors’ justice rule adherence, and that the effects of charismatic qualities become stronger as decision events become more frequent.

TL;DR: In this paper, the authors proposed that the debate on the fairness of large pay dispersion can be advanced by considering people's regulatory focus, and they found that pay distribution increases pay fairness perception when employees have a strong promotion focus, whereas pay distribution decreases fairness perception in organizations with a strong prevention focus.

TL;DR: The authors examine how the status of one's group influences intra-group behavior and collective outcomes and find that members of high-status groups are more concerned about their intragroup standing, which in turn can increase both the likelihood of competitive and cooperative intragroup behavior.

TL;DR: In this paper, the authors asked college students and experienced managers to make a series of performance-based personnel decisions and tested how well weighting and adding, compensatory logistic regression and lexicographic, noncompensatory fast-and-frugal trees (FFTs) could describe participants' decision processes regarding both choices and reaction times.