OOIR: Observatory of International Research

Papers

(The median citation count of Organizational Behavior and Human Decision Processes is 3. 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 2021-04-01 to 2025-04-01.)

Article	Citations
The evolution of unethical behavior engagement amongst longshoremen in France: A 70-year perspective	74
Humans judge, algorithms nudge: The psychology of behavior tracking acceptance	49
Patient responses to physician disclosures of industry conflicts of interest: A randomized field experiment	39
Differences in consumer-benefiting misconduct by nonprofit, for-profit, and public organizations	38
A gender gap in managerial span of control: Implications for the gender pay gap	36
Interpersonal consequences of conveying goal ambition	30
Emotional acknowledgment: How verbalizing others’ emotions fosters interpersonal trust	30
How conflict expressions affect recipients’ conflict management behaviors	29
Setting the stage for negotiations: How superordinate goal dialogues promote trust and joint gain in negotiations between teams	29
Cultural tightness in organizations: Investigating the impact of formal and informal cultural tightness on employee creativity	27
Who do they think they are?: A social-cognitive account of gender differences in social sexual identity and behavior at work	25
What is a “likely” amount? Representative (modal) values are considered likely even when their probabilities are low	25
Unlocking creative potential: Reappraising emotional events facilitates creativity for conventional thinkers	24
Editorial Board	23
Editorial Board	22
When we should care more about relationships than favorable deal terms in negotiation: The economic relevance of relational outcomes (ERRO)	22
Advances in self-narratives in, across, and beyond organizations	20
Editorial Board	19
Editorial Board	19
Toward more diverse, generalizable organizational research: Preface to editorial by Pitesa and Gelfand	18
Hot streak! Inferences and predictions about goal adherence	17
Editorial Board	17
Blinding curiosity: Exploring preferences for “blinding” one’s own judgment	17
Tangibility bias in investment risk judgments	16
(Don’t) mind the gap? Information gaps compound curiosity yet also feed frustration at work	16

The confrontation effect: When users engage more with ideology-inconsistent content online	15
Heroes from above but not (always) from within? Gig workers’ reactions to the sudden public moralization of their work	15
Going beyond Western, Educated, Industrialized, Rich, and Democratic (WEIRD) samples and problems in organizational research	15
Editorial Board	14
Crafting messages to fight dishonesty: A field investigation of the effects of social norms and watching eye cues on fare evasion	13
Scholars of color explore bias in academe: Calling in allies and sharing affirmations for us by us	13
A relational account of low power: The role of the attachment system in reduced proactivity	13
Reprint of “Predicting employee wrongdoing: The complementary effect of CEO option pay and the pay gap”	13
When weak sanctioning systems work: Evidence from auto insurance industry fraud investigations	13
Examining the empirical redundancy of organizational justice constructs	12
It’s the journey, not just the destination: Conveying interpersonal warmth in written introductions	12
A Numeracy-Task interaction model of perceived differences	12
Embracing multicultural tensions: How team members’ multicultural paradox mindsets foster team information elaboration and creativity	12
When regular meets remarkable: Awe as a link between routine work and meaningful self-narratives	11
Advice taking vs. combining opinions: Framing social information as advice increases source’s perceived helping intentions, trust, and influence	11
Range goals as dual reference points	11
Moral signaling through donations of money and time	11
When the boss steps up: Workplace power, task responsibility, and engagement with unpleasant tasks	11
Unconstructive curiosity killed the cat: The importance of follower political skill and constructive curiosity to avoid leader perceptions of insubordination and unlikability	10
Editorial Board	10
When you try your best to help but don't succeed: How self-compassionate reflection influences reactions to interpersonal helping failures	10
A dynamic perspective on moral choice: Revisiting moral hypocrisy	10
Hidden costs of text-based electronic communication on complex reasoning tasks: Motivation maintenance and impaired downstream performance	10
Social class background, disjoint agency, and hiring decisions	10
Thinking outside the box helps build social connections: The role of creative mindsets in reducing daily rudeness	10
Doing good for (maybe) nothing: How reward uncertainty shapes observer responses to prosocial behavior	9
Indirect cronyism and its underlying exchange logic: How managers’ particularism orientation and the third Party’s hierarchical power strengthen its existence	9
Expanding the scope of reproducibility research through data analysis replications	9
The interpersonal consequences of stealing ideas: Worse character judgments and less co-worker support for an idea (vs. money) thief	9
Is this product easy to control? Liabilities of using difficult-to-pronounce product names	9
Social inferences from choice context: Dominated options can engender distrust	9
Advantaged groups misperceive how allyship will be received	9
Editorial Board	9
Benevolent friends and high integrity leaders: How preferences for benevolence and integrity change across relationships	9
Perceptions of conflict: Parochial cooperation and outgroup spite revisited	8
Increasing worker motivation using a reward scheme with probabilistic elements	8
Divine inhibition: Does thinking about God make monotheistic believers less creative?	8
Editorial Board	8
Going far together by being here now: Mindfulness increases cooperation in negotiations	8
Distribution neglect in performance evaluations	8
The role of CEO accounts and perceived integrity in analysts’ forecasts	8
How others light the creative spark: Low power accentuates the benefits of diversity for individual inspiration and creativity	8
Editorial Board	8
Shadow of conflict: How past conflict influences group cooperation and the use of punishment	7
Editorial Board	7
Using curiosity to incentivize the choice of “should” options	7
Editorial Board	7
Disclosing interpersonal conflicts of interest: Revealing whom we like, but not whom we dislike	7
Editorial Board	7
Editorial Board	7

Illumination and elbow grease: A theory of how mental models of the creative process influence creativity	6
Norms for Behavioral Change (NBC) model: How injunctive norms and enforcement shift descriptive norms in science	6
Sincere solidarity or performative pretense? Evaluations of organizational allyship	6
Financial shame spirals: How shame intensifies financial hardship	6
Editorial Board	6
Repeated engagement in misconduct by executives involved with financial restatements	6
The motivation of mission statements: How regulatory mode influences workplace discrimination	6
Dirty creativity: An inductive study of how creative workers champion new designs that are stigmatized	6
The limits of inconspicuous incentives	6
Neuroticism and the sales profession	6
When loyalty binds: Examining the effectiveness of group versus personal loyalty calls on followers’ compliance with leaders’ unethical requests	5
The transforming power of self-forgiveness in the aftermath of wrongdoing	5
The interplay of gender and perceived sexual orientation at the bargaining table: A social dominance and intersectionalist perspective	5
OBHDP’s adoption of Level 2 Transparency and Openness Promotion guidelines	5
Ironic Egalitarianism: When hierarchy-attenuating motives increase hierarchy-enhancing beliefs	5
The entrenchment effect: Why people persist with less-preferred behaviors	5
Work group rituals enhance the meaning of work	5
“Many others are doing it, so why shouldn't I?”: How being in larger competitions leads to more cheating	5
Agentic but not warm: Age-gender interactions and the consequences of stereotype incongruity perceptions for middle-aged professional women	5
Editorial Board	5
Editorial Board	5
Are you too happy to serve others? When and why positive affect makes customer mistreatment experience feel worse	5
Practice what you preach: Credibility-enhancing displays and the growth of open science	5
The downside of decision delegation: When transferring decision responsibility incurs interpersonal costs	5
Retraction notice to “Don’t stop believing: Rituals improve performance by decreasing anxiety” [Organ. Behav. Hum. Decis. Process. 137C (2016) 71–85]	5
Social undermining as a dark side of symbolic awards: Evidence from a regression discontinuity design	5
The race discipline gap: A cautionary note on archival measures of behavioral misconduct	5
“Good people don’t need medication”: How moral character beliefs affect medical decision making	5
Helping the organization but hurting yourself: How employees’ unethical pro-organizational behavior predicts work-to-life conflict	4
The 1-in-X effect in perceptions of risk likelihood differences	4
I’ll be there: Promises in the field	4
Better to give than to receive (or seek) help? The interpersonal dynamics of maintaining a reputation for creativity	4
Editorial Board	4
Same data, different conclusions: Radical dispersion in empirical results when independent analysts operationalize and test the same hypothesis	4
The breadth of normative standards: Antecedents and consequences for individuals and organizations	4
Misaligned mindsets between borrowers and lenders of small interpersonal loans	3
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	3
Rupture and reclamation in the life story: The role of early relationships in self-narratives following a forced career transition	3
The power of defaults in intergroup conflict	3
Rewarding morality: How corporate social responsibility shapes top management team compensation votes	3
The divergent impact of reward magnitude on goal eagerness and effort investment	3
Food for thought: How curiosity externalization is fostered through organizational identity	3
Tailoring the intervention to the self: Congruence between self-affirmation and self-construal mitigates the gender gap in quantitative performance	3
Reputational and cooperative benefits of third-party compensation	3
A chorus of different tongues: Official corporate language fluency and informal influence in multinational teams	3
Cheating constraint decisions and discrimination against workers with lower financial standing	3
When expressing pride makes people seem less competent	3
Pitch imperfect: How investors respond to entrepreneur disclosure of personal flaws	3
You don’t need to answer right away! Receivers overestimate how quickly senders expect responses to non-urgent work emails	3
The valley of trust: The effect of relational strength on monitoring quality	3
The stereotype rub-off effect – Organizational stereotypes modulate behavioural expectations, expectancy violation and punishment after transgressions	3
A preference for preference: Lack of subjective preference evokes dehumanization	3
Against the odds: Developing underdog versus favorite narratives to offset prior experiences of discrimination	3
The opportunities and challenges of behavioral field research on misconduct	3
Does expertise protect against overclaiming false knowledge?	3
Horseshoes, hand grenades, and regulatory enforcement: Close experience with potential sanctions and fraud deterrence	3
Better now than later: The social cost of victims’ delayed accusations	3
Curious supervisor puts team innovation within reach: Investigating supervisor trait curiosity as a catalyst for collective actions	3