Organizational Behavior and Human Decision Processes

Papers
(The TQCC of Organizational Behavior and Human Decision Processes is 9. 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.)
ArticleCitations
The evolution of unethical behavior engagement amongst longshoremen in France: A 70-year perspective74
Humans judge, algorithms nudge: The psychology of behavior tracking acceptance49
Patient responses to physician disclosures of industry conflicts of interest: A randomized field experiment39
Differences in consumer-benefiting misconduct by nonprofit, for-profit, and public organizations38
A gender gap in managerial span of control: Implications for the gender pay gap36
Emotional acknowledgment: How verbalizing others’ emotions fosters interpersonal trust30
Interpersonal consequences of conveying goal ambition30
Setting the stage for negotiations: How superordinate goal dialogues promote trust and joint gain in negotiations between teams29
How conflict expressions affect recipients’ conflict management behaviors29
Cultural tightness in organizations: Investigating the impact of formal and informal cultural tightness on employee creativity27
What is a “likely” amount? Representative (modal) values are considered likely even when their probabilities are low25
Who do they think they are?: A social-cognitive account of gender differences in social sexual identity and behavior at work25
Unlocking creative potential: Reappraising emotional events facilitates creativity for conventional thinkers24
Editorial Board23
When we should care more about relationships than favorable deal terms in negotiation: The economic relevance of relational outcomes (ERRO)22
Editorial Board22
Advances in self-narratives in, across, and beyond organizations20
Editorial Board19
Editorial Board19
Toward more diverse, generalizable organizational research: Preface to editorial by Pitesa and Gelfand18
Editorial Board17
Blinding curiosity: Exploring preferences for “blinding” one’s own judgment17
Hot streak! Inferences and predictions about goal adherence17
Tangibility bias in investment risk judgments16
(Don’t) mind the gap? Information gaps compound curiosity yet also feed frustration at work16
The confrontation effect: When users engage more with ideology-inconsistent content online15
Heroes from above but not (always) from within? Gig workers’ reactions to the sudden public moralization of their work15
Going beyond Western, Educated, Industrialized, Rich, and Democratic (WEIRD) samples and problems in organizational research15
Editorial Board14
Crafting messages to fight dishonesty: A field investigation of the effects of social norms and watching eye cues on fare evasion13
Scholars of color explore bias in academe: Calling in allies and sharing affirmations for us by us13
A relational account of low power: The role of the attachment system in reduced proactivity13
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 investigations13
It’s the journey, not just the destination: Conveying interpersonal warmth in written introductions12
A Numeracy-Task interaction model of perceived differences12
Embracing multicultural tensions: How team members’ multicultural paradox mindsets foster team information elaboration and creativity12
Examining the empirical redundancy of organizational justice constructs12
Advice taking vs. combining opinions: Framing social information as advice increases source’s perceived helping intentions, trust, and influence11
Range goals as dual reference points11
Moral signaling through donations of money and time11
When the boss steps up: Workplace power, task responsibility, and engagement with unpleasant tasks11
When regular meets remarkable: Awe as a link between routine work and meaningful self-narratives11
A dynamic perspective on moral choice: Revisiting moral hypocrisy10
Hidden costs of text-based electronic communication on complex reasoning tasks: Motivation maintenance and impaired downstream performance10
Social class background, disjoint agency, and hiring decisions10
Thinking outside the box helps build social connections: The role of creative mindsets in reducing daily rudeness10
Unconstructive curiosity killed the cat: The importance of follower political skill and constructive curiosity to avoid leader perceptions of insubordination and unlikability10
Editorial Board10
When you try your best to help but don't succeed: How self-compassionate reflection influences reactions to interpersonal helping failures10
Indirect cronyism and its underlying exchange logic: How managers’ particularism orientation and the third Party’s hierarchical power strengthen its existence9
Expanding the scope of reproducibility research through data analysis replications9
The interpersonal consequences of stealing ideas: Worse character judgments and less co-worker support for an idea (vs. money) thief9
Is this product easy to control? Liabilities of using difficult-to-pronounce product names9
Social inferences from choice context: Dominated options can engender distrust9
Advantaged groups misperceive how allyship will be received9
Editorial Board9
Benevolent friends and high integrity leaders: How preferences for benevolence and integrity change across relationships9
Doing good for (maybe) nothing: How reward uncertainty shapes observer responses to prosocial behavior9
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