ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES组织行为与人类决策过程
ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES(英文缩写 ORGAN BEHAV HUM DEC),ISSN 0749-5978,eISSN 1095-9920,中文译名:组织行为与人类决策过程 是一本学术期刊。本页汇总该期刊的最新影响因子、分区信息以及最新收录于 PubMed 的文献,帮助您快速了解期刊全貌。
发文量统计区间：2025-11-01 至 2026-10-31，按本站收录文献的发表日期统计。
期刊介绍
历年影响因子趋势
| JCR 数据年份 | 影响因子 | JCR 分区 |
|---|---|---|
| 2021 | 5.606 | Q1 |
| 2022 | 4.600 | Q1 |
| 2023 | 3.400 | Q1 |
| 2024 | 3.800 | Q1 |
| 2025 | 5.000 | Q1 |
ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 最新收录文献
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1. Using Fresh Starts to Nudge Increased Retirement Savings.
1. 利用新起点推动增加退休储蓄PMID:日期:2021-07-22We conducted a field experiment to study the effect of framing future moments in time as new beginnings (or "fresh starts"). University employees (N=6,082) received mailings with an opportunity to choose between increasing their contributions to a savings plan immediately or at a specified future time point. Framing the future time point in relation to a fresh start date (e.g., the recipient's birthday, the first day of spring) increased the likelihood that the mailing recipient chose to increase contributions at that future time point without decreasing their likelihood of increasing contributions immediately. Overall, fresh start framing increased retirement plan contributions in the eight months following the mailing. Our findings represent the first experimental demonstration of the benefits of fresh start framing in a consequential field setting.
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2. Behavior Change.
2. 行为改变PMID:日期:2020-12-10Despite rapid growth in the empirical research on behavior change, modern science has yet to produce a coherent set of recommendations for individuals and organizations eager to align everyday actions with enduringly valued goals. We propose the as a parsimonious framework for organizing strategies according to where they have their primary impact in the generation of behavioral impulses. To begin, individuals exist in objective situations, only certain features of which attract attention, which in turn lead to subjective appraisals, then finally give rise to response tendencies. Unhealthy habits develop when conflicting impulses are consistently resolved in favor of momentary temptations instead of valued goals. To change behavior for the better, we can strategically modify objective , where we pay , how we construct , and how we enact . Crucially, behavior change strategies can be initiated either by the individual (i.e., self-control) or by others (e.g., a benevolent employer).
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3. Nudging: Progress to date and future directions.
3. 助推：迄今进展与未来方向PMID:日期:2020-12-10Nudges influence behavior by changing the environment in which decisions are made, without restricting the menu of options and without altering financial incentives. This paper assesses past empirical research on nudging and provides recommendations for future work in this area by discussing examples of successful and unsuccessful nudges and by analyzing 174 articles that estimate nudge treatment effects. Researchers in disciplines spanning the behavioral sciences, using varied data sources, have documented that many different types of nudges succeed in changing behavior in a wide range of domains. Nudges that automate some aspect of the decision-making process have an average effect size, measured by Cohen's , that is 0.193 larger than that of other nudges. Our analyses point to the need for future research to pay greater attention to (1) determining which types of nudges tend to be most impactful; (2) using field and laboratory research approaches as complementary methods; (3) measuring long-run effects of nudges; (4) considering effects of nudges on non-targeted outcomes; and (5) examining interaction effects among nudges and other interventions.
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4. Face threat sensitivity in distributive negotiations: Effects on negotiator self-esteem and demands.
4. 分配式谈判中的面子威胁敏感性：对谈判者自尊与要求的影响PMID:日期:2020-09-17Face threat sensitivity (FTS) is defined as reactive sensitivity to threats to one's social self-worth. In negotiations, such threats may come from a counterpart's competitive behavior. We developed and tested the argument that individuals high in face threat sensitivity, when negotiating with a competitive (vs. cooperative) counterpart, exhibit psychological responses that inhibit them from claiming value in distributive negotiations. Employing a face-to-face interaction paradigm, Study 1 revealed that higher counterpart competitiveness was negatively associated with high (but not low) FTS negotiators' global self-esteem, which in turn led them to be less demanding and obtain worse negotiation outcomes. In Study 2, employing a simulated on-line interaction paradigm, we manipulated counterpart's behavior (cooperative vs. competitive) to establish causality and examined specific aspects of negotiator global self-esteem that may account for the effect. We found that the effect of counterpart's competitiveness on high FTS negotiators' demand levels was mediated by their self-esteem, but not by their self-esteem. In Study 3, we manipulated performance self-esteem to establish it as a causal underlying psychological mechanism. For high FTS negotiators, when performance self-esteem was low, demand levels were significantly lower with a competitive (vs. cooperative) counterpart. However, when performance self-esteem was high, there was no significant difference in demand levels depending on counterpart's behavior. This finding suggests that negotiating with a competitive (vs. cooperative) counterpart reduces high FTS negotiators' performance self-esteem, which in turn leads them to make lower demands. The implications of these findings are discussed.
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7. Active choice, implicit defaults, and the incentive to choose.
PMID:日期:2019-02-15Home-delivered prescriptions have no delivery charge and lower copayments than prescriptions picked up at a pharmacy. Nevertheless, when home delivery is offered on an opt-in basis, the take-up rate is only 6%. We study a program that makes active choice of either home delivery or pharmacy pick-up a requirement for insurance eligibility. The program introduces an implicit default for those who don't make an active choice: pharmacy pick-up insurance subsidies. Under this program, 42% of eligible employees actively choose home delivery, 39% actively choose pharmacy pick-up, and 19% make no active choice and are assigned the implicit default. Individuals who financially benefit most from home delivery are more likely to choose it. Those who benefit least from insurance subsidies are more likely to make no active choice and lose those subsidies. The implicit default incentivizes people to make an active choice, thereby playing a key role in choice architecture.
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8. Culture and decision making.
8. 文化与决策PMID:日期:2016-09-14The study of culture and decision making addresses variations in how and why people from different cultures sometimes tend to decide differently. This review is organized around what is intended to be a comprehensive analysis of the distinct fundamental questions that people must answer in the process of making virtually all real-life decisions. Our emphasis was on recent developments as well as identifying important yet neglected topics (e.g., how decision episodes get started-or not, and why some decisions are never implemented). Early as well as current efforts have focused mainly on East Asian and North American Caucasian cultures, with little treatment of other populations. In such studies, individualism and collectivism have been the dominant explanatory factors although related but distinct concepts such as "tightness" and "looseness" have been welcome additions to recent discussions. Throughout, the review emphasizes practical concerns, such as the challenges of intercultural learning and collaboration.
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9. People Believe That They Are Prototypically Good or Bad.
PMID:日期:2013-11-01People have been shown to view their beliefs as being prototypical (modal) but their abilities as (falsely) unique (above or below average). It is possible that these two viewpoints - self as prototypical and self as unique - can be reconciled. If the distribution of ability for a given skill is skewed such that many others have high (low) ability and few others have low (high) ability, it is possible that a majority of peoples' self-assessments can be above (below) average. Participants in 5 studies demonstrated an understanding that various skills have skewed ability distributions and their self-assessments were related to distribution shape: high when negatively skewed and low when positively skewed. Further, participants tended to place themselves near the mode of their perceived skill distribution. Participants were most likely to think that they were good at skills for which they thought that most others were also good.
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10. Decision making under time pressure, modeled in a prospect theory framework.
10. 在时间压力下的决策制定，在前景理论框架中建模PMID:日期:2012-04-14The current research examines the effects of time pressure on decision behavior based on a prospect theory framework. In Experiments 1 and 2, participants estimated certainty equivalents for binary gains-only bets in the presence or absence of time pressure. In Experiment 3, participants assessed comparable bets that were framed as losses. Data were modeled to establish psychological mechanisms underlying decision behavior. In Experiments 1 and 2, time pressure led to increased risk attractiveness, but no significant differences emerged in either probability discriminability or outcome utility. In Experiment 3, time pressure reduced probability discriminability, which was coupled with severe risk-seeking behavior for both conditions in the domain of losses. No significant effects of control over outcomes were observed. Results provide qualified support for theories that suggest increased risk-seeking for gains under time pressure.