OOIR: Observatory of International Research

Papers

(The median citation count of Organizational Behavior and Human Decision Processes is 4. 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 2022-06-01 to 2026-06-01.)

Article	Citations
Editorial Board	105
Advice taking vs. combining opinions: Framing social information as advice increases source’s perceived helping intentions, trust, and influence	55
Tangibility bias in investment risk judgments	43
When less confident forecasts signal more expertise	42
When sellers care about caretakers: Seller attachment shapes who gets to the bargaining table	35
Editorial Board	32
Editorial Board	29
The breadth of normative standards: Antecedents and consequences for individuals and organizations	27
The limits of inconspicuous incentives	27
Editorial Board	26
Scarcity undermines directed attention and pleasurable thinking	25
Gender and social entrepreneurship fundraising: A mission drift perspective	23
Not all workplace gossip is equal: A moral-emotions perspective on how gossip type shapes recipients’ reactions to gossipers	22
Cheating constraint decisions and discrimination against workers with lower financial standing	22
Led by curiosity and responding with voice: The influence of leader displays of curiosity and leader gender on follower reactions of psychological safety and voice	22
When You Say It: How the Timing of LGBTQ+ Allyship Displays Shapes Evaluations of Organizations	22
Editorial Board	21
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]	18
Different ally motivations lead to different outcomes: How self-transcendence and self-enhancement values predict effectiveness of self-identified allies	18
Joining disconnected others reduces social identity threat in women brokers	18
Chronic monitoring for wrongdoing as a signal of immoral character	18
The small-world illusion: Overestimating the frequency of in-person interactions with acquaintances	17
Editorial Board	17
The power and peril of first offers in negotiations: a conceptual, meta-analytic, and experimental synthesis	16
Editorial Board	16

“It’s not about the money. It’s about sending a message!” Avengers want offenders to understand the reason for revenge	16
The credibility dilemma: When acknowledging a (perceived) lack of credibility can make a boast more believable	15
Not all allies are created equal: An intersectional examination of relational allyship for women of color at work	14
Editorial Board	13
The downside of generosity: How rare giving fosters stronger social connection	13
The influence of employee-supervisor perfectionism (in)congruence on employees: a configurational approach	12
The Reviewer’s PACT: A guide and commitment to high-quality reviewing	12
Range goals as dual reference points	12
A Numeracy-Task interaction model of perceived differences	11
Thinking outside the box helps build social connections: The role of creative mindsets in reducing daily rudeness	11
Scholars of color explore bias in academe: Calling in allies and sharing affirmations for us by us	11
Indirect cronyism and its underlying exchange logic: How managers’ particularism orientation and the third Party’s hierarchical power strengthen its existence	11
Unlocking creative potential: Reappraising emotional events facilitates creativity for conventional thinkers	11
Going beyond Western, Educated, Industrialized, Rich, and Democratic (WEIRD) samples and problems in organizational research	11
Editorial Board	11
The interpersonal consequences of stealing ideas: Worse character judgments and less co-worker support for an idea (vs. money) thief	10
The transparency dilemma: How AI disclosure erodes trust	10
Benevolent friends and high integrity leaders: How preferences for benevolence and integrity change across relationships	10
Neuroticism and the sales profession	10
Editorial Board	9
When loyalty binds: Examining the effectiveness of group versus personal loyalty calls on followers’ compliance with leaders’ unethical requests	9
Going beyond the call of duty under conditions of economic threat: Integrating life history and temporal dilemma perspectives	9
Editorial Board	9
Sweet ideas: How the sensory experience of sweetness impacts creativity	8
Editorial Board	8
Editorial Board	8
“You knew what you were getting into”: Perspective differences in gauging informed consent	8
Allyship in the fifth trimester: A multi-method investigation of Women’s postpartum return to work	8
Toward more diverse, generalizable organizational research: Preface to editorial by Pitesa and Gelfand	8
Who do they think they are?: A social-cognitive account of gender differences in social sexual identity and behavior at work	8
Escaping irony: Making research on creativity in organizations more creative	8
Triangulating decision-making via choices, eye fixations, and reaching trajectories	8
The motivating power of streaks: Increasing persistence is as easy as 1, 2, 3	8
Responses to Outcome Disclosure: People Asymmetrically Disclose or Hide Their Outcomes to Protect Others’ Emotions	8
Hot streak! Inferences and predictions about goal adherence	7
The transforming power of self-forgiveness in the aftermath of wrongdoing	7
People prefer novices for advice generated from direct experience and experts for advice generated from data synthesis and extrapolation	7
The confrontation effect: When users engage more with ideology-inconsistent content online	7
A donation-based indicator of political ideology (DIPI): An open dataset for studying the political ideologies of employees, top management teams, CEOs, boards, and industries	7
A guide to preregistration: Enhancing transparency while allowing for discovery	6
Food for thought: How curiosity externalization is fostered through organizational identity	6
When expressing pride makes people seem less competent	6
OBHDP’s adoption of Level 2 Transparency and Openness Promotion guidelines	6
Learning from crisis: how crisis volunteering fosters resilience and change-oriented behaviors	6
When brokers don’t broker: Mitigating referral aversion in third-party help exchange	5
Toward a more inclusive academic community: Preface to Holmes et al. editorial	5
Swiftly judging whom to bring on board: How person perception (accurate or not) influences selection of prospective team members	5
The divergent effects of diversity ideologies for race and gender relations	5
Targeting behavioral interventions based on past behavior: Evidence from vaccine uptake	5
From low power to action: Reappraising powerlessness as an opportunity restores agency	5

An ally by any other name: Examining the effects of racial minority leaders as allies for advancing racial justice	5
Experimental studies of conflict: Challenges, solutions, and advice to junior scholars	4
Paying off the intergenerational debt: How and why children of immigrants status-strive at work	4
It’s the journey, not just the destination: Conveying interpersonal warmth in written introductions	4
When do people claim to know the unknowable? The impact of informational context on overclaiming	4
Corrigendum to “The motivating power of streaks: Increasing persistence is as easy as 1, 2, 3” [Organ. Behav. Hum. Decis. Process. 187 (2025) 104391]	4
Promoting and supporting epiphanies in organizations: A transformational approach to employee development	4
Conceiving opposites together: Cultivating paradoxical frames and epistemic motivation fosters team creativity	4
Investors respond negatively to executives’ discussion of creativity	4