Pub Date : 2025-07-30DOI: 10.1016/j.obhdp.2025.104439
Wayne Johnson , Brian J. Lucas
Employees’ creative ideas often require managerial endorsement to be implemented. It is therefore important to understand factors that impact managers’ willingness to endorse their employees’ creative ideas. We investigate the role of social status dynamics and test two main hypotheses. First, we find managers lose more status for endorsing an idea that fails than they gain for endorsing an idea that succeeds (asymmetric status change hypothesis). Second, we find managers’ status gain for endorsing an idea that succeeds is smaller than the idea generating employee’s status gain, producing a status distance loss (status distance hypothesis). We characterize these findings as the idea endorser’s dilemma. Study 1 tested these hypotheses and Studies 2A-B tested boundary conditions of perceiver role and idea creativity. Study 3 investigated an attribution search mechanism, finding that the status change patterns were attenuated by a prompt that drew attention to the manager’s contributions. Study 4 found that managers are intuitively aware of these status dynamics and anticipate not only no status loss for rejecting an idea, but also a status distance gain over the employee whose idea they rejected. We discuss implications for creativity research and for implementing creative ideas in organizations.
{"title":"The idea endorser’s dilemma: How status dynamics disincentivize creative idea endorsement","authors":"Wayne Johnson , Brian J. Lucas","doi":"10.1016/j.obhdp.2025.104439","DOIUrl":"10.1016/j.obhdp.2025.104439","url":null,"abstract":"<div><div>Employees’ creative ideas often require managerial endorsement to be implemented. It is therefore important to understand factors that impact managers’ willingness to endorse their employees’ creative ideas. We investigate the role of social status dynamics and test two main hypotheses. First, we find managers lose more status for endorsing an idea that fails than they gain for endorsing an idea that succeeds (asymmetric status change hypothesis). Second, we find managers’ status gain for endorsing an idea that succeeds is smaller than the idea generating employee’s status gain, producing a status distance loss (status distance hypothesis). We characterize these findings as the <em>idea endorser’s dilemma</em>. Study 1 tested these hypotheses and Studies 2A-B tested boundary conditions of perceiver role and idea creativity. Study 3 investigated an attribution search mechanism, finding that the status change patterns were attenuated by a prompt that drew attention to the manager’s contributions. Study 4 found that managers are intuitively aware of these status dynamics and anticipate not only no status loss for rejecting an idea, but also a status distance gain over the employee whose idea they rejected. We discuss implications for creativity research and for implementing creative ideas in organizations.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"190 ","pages":"Article 104439"},"PeriodicalIF":3.8,"publicationDate":"2025-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144723347","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-07-16DOI: 10.1016/j.obhdp.2025.104431
Mauricio Palmeira, Timothy Heath
The confidence heuristic indicates that people infer greater expertise from forecasters who express higher confidence. In the present research, we identify two key conditions under which this heuristic breaks down and even reverses. First, we find that cognitive reflection plays a moderating role: less reflective thinkers (as measured by the Cognitive Reflection Test; Frederick 2005) interpret high confidence as a sign of expertise, whereas more reflective thinkers tend to view it as a signal of incompetence—unless contextual cues suggest high situational certainty. We demonstrate this reversal in both evaluations of a single forecaster and choices between forecasters. Second, we show that when advisors make multiple predictions, variability in their expressed confidence serves as an additional cue to expertise. As a result, advisors can even appear more expert by lowering their average confidence while increasing the variability. We provide evidence for these effects across diverse domains, including financial advice, product performance, and sports outcomes.
{"title":"When less confident forecasts signal more expertise","authors":"Mauricio Palmeira, Timothy Heath","doi":"10.1016/j.obhdp.2025.104431","DOIUrl":"10.1016/j.obhdp.2025.104431","url":null,"abstract":"<div><div>The confidence heuristic indicates that people infer greater expertise from forecasters who express higher confidence. In the present research, we identify two key conditions under which this heuristic breaks down and even reverses. First, we find that cognitive reflection plays a moderating role: less reflective thinkers (as measured by the Cognitive Reflection Test; <span><span>Frederick 2005</span></span>) interpret high confidence as a sign of expertise, whereas more reflective thinkers tend to view it as a signal of incompetence—unless contextual cues suggest high situational certainty. We demonstrate this reversal in both evaluations of a single forecaster and choices between forecasters. Second, we show that when advisors make multiple predictions, variability in their expressed confidence serves as an additional cue to expertise. As a result, advisors can even appear more expert by lowering their average confidence while increasing the variability. We provide evidence for these effects across diverse domains, including financial advice, product performance, and sports outcomes.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"190 ","pages":"Article 104431"},"PeriodicalIF":3.4,"publicationDate":"2025-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144633357","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-07-01DOI: 10.1016/j.obhdp.2025.104430
Matt Meister, Joe J. Gladstone, Emily N. Garbinsky
Financial anxiety is a pervasive societal problem affecting mental health, physical well-being, and performance at work. This research investigates whether disclosing personal financial information to others can alleviate this anxiety. Through a multi-method approach encompassing longitudinal experiments, large-scale surveys, and natural language processing of online discussions, we provide converging evidence that repeatedly talking about money can significantly reduce financial anxiety. Our findings highlight perceived financial control as a key mechanism driving this effect. Consistent with this process, financial anxiety declines most when people share more controllable aspects of their finances, such as budgeting and spending, and when they share online, where asynchronous editable disclosure increases feelings of control. These findings identify financial disclosure as a low-cost, scalable strategy for enhancing financial well-being.
{"title":"Opening up about money: The unexpected benefits of personal financial disclosure","authors":"Matt Meister, Joe J. Gladstone, Emily N. Garbinsky","doi":"10.1016/j.obhdp.2025.104430","DOIUrl":"10.1016/j.obhdp.2025.104430","url":null,"abstract":"<div><div>Financial anxiety is a pervasive societal problem affecting mental health, physical well-being, and performance at work. This research investigates whether disclosing personal financial information to others can alleviate this anxiety. Through a multi-method approach encompassing longitudinal experiments, large-scale surveys, and natural language processing of online discussions, we provide converging evidence that repeatedly talking about money can significantly reduce financial anxiety. Our findings highlight perceived financial control as a key mechanism driving this effect. Consistent with this process, financial anxiety declines most when people share more controllable aspects of their finances, such as budgeting and spending, and when they share online, where asynchronous editable disclosure increases feelings of control. These findings identify financial disclosure as a low-cost, scalable strategy for enhancing financial well-being.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"189 ","pages":"Article 104430"},"PeriodicalIF":3.4,"publicationDate":"2025-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144572490","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-07-01DOI: 10.1016/j.obhdp.2025.104420
Alice J. Lee , Daniel R. Ames
Negotiation research has often emphasized the active bargaining phase (including offers, concessions, and settlements), paying less attention to the preceding processes that bring parties together. This paper investigates how sellers’ emotional attachment to their possessions influences the negotiation “sales funnel”—the process through which sellers engage and sort through the field of potential buyers to determine which ones “get to the table” and to whom they ultimately sell. We propose that sellers with higher attachment assign greater importance to a buyer’s caretaking attributes (e.g., intentions to care for and preserve the possession) and devote more time and effort to seeking out such buyers. Across four preregistered studies involving over 1,500 participants, we examined whether attachment led to such “caretaker effects” in real-world transactions and a controlled experiment. Study 1 surveyed recent sellers from online marketplaces, finding that those with higher attachment invested more effort in vetting buyers and weighing buyer caretaking attributes more heavily in their decisions. Studies 2 and 3 examined home sales, with surveys of recent home sellers and real estate agents replicating the caretaker effects in high-stakes transactions. Study 4 experimentally manipulated seller attachment in a novel simulated inbox paradigm, establishing a causal link between attachment and search/engagement behavior. Together, our findings go beyond the traditional emphasis of “how much” in negotiation research to focus instead on the “who,” demonstrating that seller attachment shapes the negotiation process by influencing how sellers search for, engage with, and select potential buyers.
{"title":"When sellers care about caretakers: Seller attachment shapes who gets to the bargaining table","authors":"Alice J. Lee , Daniel R. Ames","doi":"10.1016/j.obhdp.2025.104420","DOIUrl":"10.1016/j.obhdp.2025.104420","url":null,"abstract":"<div><div>Negotiation research has often emphasized the active bargaining phase (including offers, concessions, and settlements), paying less attention to the preceding processes that bring parties together. This paper investigates how sellers’ emotional attachment to their possessions influences the negotiation “sales funnel”—the process through which sellers engage and sort through the field of potential buyers to determine which ones “get to the table” and to whom they ultimately sell. We propose that sellers with higher attachment assign greater importance to a buyer’s caretaking attributes (e.g., intentions to care for and preserve the possession) and devote more time and effort to seeking out such buyers. Across four preregistered studies involving over 1,500 participants, we examined whether attachment led to such “caretaker effects” in real-world transactions and a controlled experiment. Study 1 surveyed recent sellers from online marketplaces, finding that those with higher attachment invested more effort in vetting buyers and weighing buyer caretaking attributes more heavily in their decisions. Studies 2 and 3 examined home sales, with surveys of recent home sellers and real estate agents replicating the caretaker effects in high-stakes transactions. Study 4 experimentally manipulated seller attachment in a novel simulated inbox paradigm, establishing a causal link between attachment and search/engagement behavior. Together, our findings go beyond the traditional emphasis of “how much” in negotiation research to focus instead on the “who,” demonstrating that seller attachment shapes the negotiation process by influencing how sellers search for, engage with, and select potential buyers.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"189 ","pages":"Article 104420"},"PeriodicalIF":3.4,"publicationDate":"2025-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144549317","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-06-18DOI: 10.1016/j.obhdp.2025.104421
Geoffrey Fisher
People often face choices that involve tradeoffs over time or under uncertainty. While these decisions have been widely studied, most research focuses on the final choice rather than the process leading to it. In this paper, we combine two process-tracing tools, eye-tracking and mouse cursor tracking, to observe how decisions unfold in real time. Across two incentive-compatible experiments, we find that both visual attention and mouse movements predict choice, and together they provide complementary, non-overlapping insights. These tools also reveal how seemingly minor factors, such as where information appears on a computer screen, can influence decisions. By capturing the dynamics of the decision-making process, this approach offers valuable implications for organizations aiming to better understand, predict, or shape behavior.
{"title":"Triangulating decision-making via choices, eye fixations, and reaching trajectories","authors":"Geoffrey Fisher","doi":"10.1016/j.obhdp.2025.104421","DOIUrl":"10.1016/j.obhdp.2025.104421","url":null,"abstract":"<div><div>People often face choices that involve tradeoffs over time or under uncertainty. While these decisions have been widely studied, most research focuses on the final choice rather than the process leading to it. In this paper, we combine two process-tracing tools, eye-tracking and mouse cursor tracking, to observe how decisions unfold in real time. Across two incentive-compatible experiments, we find that both visual attention and mouse movements predict choice, and together they provide complementary, non-overlapping insights. These tools also reveal how seemingly minor factors, such as where information appears on a computer screen, can influence decisions. By capturing the dynamics of the decision-making process, this approach offers valuable implications for organizations aiming to better understand, predict, or shape behavior.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"189 ","pages":"Article 104421"},"PeriodicalIF":3.4,"publicationDate":"2025-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144307389","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-27DOI: 10.1016/j.obhdp.2025.104417
Rebekah SungEun Hong , Vijaya Venkataramani , Mengxi Yang
In spurring employee innovation, organizations often encourage employees to seek creative ideas from external sources. However, research findings on managers’ receptivity to external ideas are mixed. While some work suggests that managers are favorable towards external ideas, other studies indicate that they often exhibit a “not-invented-here” syndrome, a negative attitude towards external ideas. Drawing from Dynamic Capabilities Theory and integrating it with the managerial creativity endorsement literature, we develop a dual-pathway model that argues that there are competing considerations managers face when evaluating external creative ideas. Using a field experiment as well as multiple lab studies, we show that managers consider both the risk of being outcompeted by other organizations if they do not adopt these ideas, as well as the risk of incompatibility with existing systems within their organization if they do implement them. While the former makes managers more receptive to external ideas, the latter risk makes them averse to implementing them. We further demonstrate managers’ perceptions of technological turbulence in the environment as a crucial boundary condition that amplifies the tension between these risks. We discuss the theoretical and practical implications of our findings.
{"title":"The double-edged sword of endorsing external ideas: Juggling competitive advantage and organizational compatibility concerns","authors":"Rebekah SungEun Hong , Vijaya Venkataramani , Mengxi Yang","doi":"10.1016/j.obhdp.2025.104417","DOIUrl":"10.1016/j.obhdp.2025.104417","url":null,"abstract":"<div><div>In spurring employee innovation, organizations often encourage employees to seek creative ideas from external sources. However, research findings on managers’ receptivity to external ideas are mixed. While some work suggests that managers are favorable towards external ideas, other studies indicate that they often exhibit a “not-invented-here” syndrome, a negative attitude towards external ideas. Drawing from Dynamic Capabilities Theory and integrating it with the managerial creativity endorsement literature, we develop a dual-pathway model that argues that there are competing considerations managers face when evaluating external creative ideas. Using a field experiment as well as multiple lab studies, we show that managers consider both the risk of being outcompeted by other organizations if they do <em>not</em> adopt these ideas, as well as the risk of incompatibility with existing systems within their organization if they <em>do</em> implement them. While the former makes managers more receptive to external ideas, the latter risk makes them averse to implementing them. We further demonstrate managers’ perceptions of technological turbulence in the environment as a crucial boundary condition that amplifies the tension between these risks. We discuss the theoretical and practical implications of our findings.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"189 ","pages":"Article 104417"},"PeriodicalIF":3.4,"publicationDate":"2025-05-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144137887","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.obhdp.2025.104403
Eva C. Buechel , Elisa Solinas
The present research establishes what we call the “detachment paradox.” Managers recognize that psychological detachment from work during non-work hours benefits workers’ well-being and, critically, enhances their performance during working hours. Yet, these same managers penalize employees who are perceived to detach when evaluating their promotability. Using a variety of methodologies across 16 studies, we test the existence and the boundaries of this paradox. The detachment paradox is observed among various samples ranging from experienced managers to lay individuals, for commonly used detachment strategies (e.g., out-of-office emails, requesting vacation days), for hypothetical workers as well as for managers’ own workers, and even when detachment strategies are used for virtuous reasons (e.g., taking care of a sick relative). In addition, these studies establish that inferences about commitment to work drive the associated detachment penalty. Accordingly, workers are penalized less if detachment strategies are used for reasons that indicate a commitment to work. Lastly, we provide initial evidence that implementing formalized detachment policies (e.g., no emails over weekends) may reduce the detachment penalty and call for future research on this important topic.
{"title":"The detachment paradox: Employers recognize the benefits of detachment for employee well-being and performance, yet penalize it in employee evaluations","authors":"Eva C. Buechel , Elisa Solinas","doi":"10.1016/j.obhdp.2025.104403","DOIUrl":"10.1016/j.obhdp.2025.104403","url":null,"abstract":"<div><div>The present research establishes what we call the “detachment paradox.” Managers recognize that psychological detachment from work during non-work hours benefits workers’ well-being and, critically, enhances their performance during working hours. Yet, these same managers penalize employees who are perceived to detach when evaluating their promotability. Using a variety of methodologies across 16 studies, we test the existence and the boundaries of this paradox. The detachment paradox is observed among various samples ranging from experienced managers to lay individuals, for commonly used detachment strategies (e.g., out-of-office emails, requesting vacation days), for hypothetical workers as well as for managers’ own workers, and even when detachment strategies are used for virtuous reasons (e.g., taking care of a sick relative). In addition, these studies establish that inferences about commitment to work drive the associated detachment penalty. Accordingly, workers are penalized less if detachment strategies are used for reasons that indicate a commitment to work. Lastly, we provide initial evidence that implementing formalized detachment policies (e.g., no emails over weekends) may reduce the detachment penalty and call for future research on this important topic.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"188 ","pages":"Article 104403"},"PeriodicalIF":3.4,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143936105","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.obhdp.2025.104419
Michael J. Mannor , John R. Busenbark
Political ideologies are as salient in the workplace today as ever, and scholars have made considerable progress studying how such beliefs impact employees and organizations. But assessing the political views of those who work in organizations is a laborious task that can limit the ability of researchers to ask important questions that span firms and levels of analyses. To help address these challenges, scholars have demonstrated the effectiveness of assessing political ideology using an individual’s history of financial donations to partisan politicians and action committees. Despite the benefits of this measure, which we refer to as the “donation-based indicator of political ideology” (DIPI), its adoption has been limited due to the labor- and computationally-intensive nature of calculating it. Our study seeks to broaden access to DIPI by providing new open datasets that make political ideology scores widely available and easy to integrate for researchers studying workplace politics through many different theoretical lenses. The datasets we provide represent the culmination of combing through 107 million donation records to provide information about the political ideology of employees, top management teams, CEOs, and boards for 4,133 publicly owned firms that were featured in the S&P 1500 at any point between 1992 and 2022. We elaborate how these DIPI data can enable new and powerful scholarship on political ideology across organizational levels, partisanship within and between firms, political (in)congruence between firm actors, industry dynamics, temporal trends, and many other important questions.
{"title":"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","authors":"Michael J. Mannor , John R. Busenbark","doi":"10.1016/j.obhdp.2025.104419","DOIUrl":"10.1016/j.obhdp.2025.104419","url":null,"abstract":"<div><div>Political ideologies are as salient in the workplace today as ever, and scholars have made considerable progress studying how such beliefs impact employees and organizations. But assessing the political views of those who work in organizations is a laborious task that can limit the ability of researchers to ask important questions that span firms and levels of analyses. To help address these challenges, scholars have demonstrated the effectiveness of assessing political ideology using an individual’s history of financial donations to partisan politicians and action committees. Despite the benefits of this measure, which we refer to as the “donation-based indicator of political ideology” (DIPI), its adoption has been limited due to the labor- and computationally-intensive nature of calculating it. Our study seeks to broaden access to DIPI by providing new open datasets that make political ideology scores widely available and easy to integrate for researchers studying workplace politics through many different theoretical lenses. The datasets we provide represent the culmination of combing through 107 million donation records to provide information about the political ideology of employees, top management teams, CEOs, and boards for 4,133 publicly owned firms that were featured in the S&P 1500 at any point between 1992 and 2022. We elaborate how these DIPI data can enable new and powerful scholarship on political ideology across organizational levels, partisanship within and between firms, political (in)congruence between firm actors, industry dynamics, temporal trends, and many other important questions.</div><div><strong>Datasets located at:</strong> <span><span>tiny.cc/politicalideology</span><svg><path></path></svg></span>.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"188 ","pages":"Article 104419"},"PeriodicalIF":3.4,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144203071","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-01DOI: 10.1016/j.obhdp.2025.104418
John R. Busenbark , James D. Druckman , Aparna Joshi , Aaron C. Kay , Maryam Kouchaki
Mirroring the increasingly pervasive impact of politics in everyday life, research on politics, ideology, and partisanship in the workplace has escalated in recent years across a variety of domains germane to the organizational sciences. But for as many new insights as these lines of inquiry have produced—ranging from interpersonal interactions to employee behaviors to the organizational implications of top executives’ political leanings—there are just as many (if not more) compelling questions that remain unanswered. In this article, we offer our perspectives on the literatures involving politics, ideology, and partisanship in organizations, including an overview of research in the area and some particularly encouraging future directions. We also invite submissions for a new special issue that solicits scholarship on the topic across myriad disciplines, traditions, and empirical approaches. In the process, we delineate the nature of this special issue, introduce its associate editors, and offer guidelines for submissions—which we are accepting starting at this very moment.
{"title":"Politics, ideology, and partisanship in the workplace: A perspective on the literature and a call for submissions","authors":"John R. Busenbark , James D. Druckman , Aparna Joshi , Aaron C. Kay , Maryam Kouchaki","doi":"10.1016/j.obhdp.2025.104418","DOIUrl":"10.1016/j.obhdp.2025.104418","url":null,"abstract":"<div><div>Mirroring the increasingly pervasive impact of politics in everyday life, research on politics, ideology, and partisanship in the workplace has escalated in recent years across a variety of domains germane to the organizational sciences. But for as many new insights as these lines of inquiry have produced—ranging from interpersonal interactions to employee behaviors to the organizational implications of top executives’ political leanings—there are just as many (if not more) compelling questions that remain unanswered. In this article, we offer our perspectives on the literatures involving politics, ideology, and partisanship in organizations, including an overview of research in the area and some particularly encouraging future directions. We also <em>invite submissions for a new special issue</em> that solicits scholarship on the topic across myriad disciplines, traditions, and empirical approaches. In the process, we delineate the nature of this special issue, introduce its associate editors, and offer guidelines for submissions—which we are accepting starting at this very moment.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"188 ","pages":"Article 104418"},"PeriodicalIF":3.4,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144146779","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
An increasing number of entrepreneurs are pursuing social welfare goals using viable revenue-generating business models to sustain operations—a practice known as social entrepreneurship. In this research, we highlight that such a hybrid model of entrepreneurship raises funders’ concerns over mission drift (i.e., entrepreneurs prioritizing financial gain at the expense of social missions) and examine how these concerns create a unique gender disparity in social venture fundraising. Integrating the mission drift literature and social role theory, we posit that female entrepreneurs are better positioned to alleviate funders’ concerns over mission drift as they are perceived as having stronger prosocial motivation. As a result, they will garner more financial support for their early-stage hybrid social ventures relative to their male counterparts. We further propose that this female advantage may diminish when social entrepreneurs have nonprofit work experience that signals their commitment to social missions. Findings from archival field data of 262 social crowdfunding campaigns (Study 1) and two preregistered experiments (Studies 2 and 3) provide rigorous empirical evidence for the proposed gender effect on social entrepreneurial fundraising and its underlying mechanisms. However, the findings on the moderating effects of nonprofit work experience across studies remain inconclusive. This research sheds light on how the hybrid nature of social enterprises recalibrates evaluations and gender dynamics in fundraising, thereby providing a more nuanced understanding of gender and entrepreneurial financing.
{"title":"Gender and social entrepreneurship fundraising: A mission drift perspective","authors":"Yanhua Bird , Junchao (Jason) Li , Yiying Zhu , Zhenyu Liao","doi":"10.1016/j.obhdp.2025.104407","DOIUrl":"10.1016/j.obhdp.2025.104407","url":null,"abstract":"<div><div>An increasing number of entrepreneurs are pursuing social welfare goals using viable revenue-generating business models to sustain operations—a practice known as social entrepreneurship. In this research, we highlight that such a hybrid model of entrepreneurship raises funders’ concerns over mission drift (i.e., entrepreneurs prioritizing financial gain at the expense of social missions) and examine how these concerns create a unique gender disparity in social venture fundraising. Integrating the mission drift literature and social role theory, we posit that female entrepreneurs are better positioned to alleviate funders’ concerns over mission drift as they are perceived as having stronger prosocial motivation. As a result, they will garner more financial support for their early-stage hybrid social ventures relative to their male counterparts. We further propose that this female advantage may diminish when social entrepreneurs have nonprofit work experience that signals their commitment to social missions. Findings from archival field data of 262 social crowdfunding campaigns (Study 1) and two preregistered experiments (Studies 2 and 3) provide rigorous empirical evidence for the proposed gender effect on social entrepreneurial fundraising and its underlying mechanisms. However, the findings on the moderating effects of nonprofit work experience across studies remain inconclusive. This research sheds light on how the hybrid nature of social enterprises recalibrates evaluations and gender dynamics in fundraising, thereby providing a more nuanced understanding of gender and entrepreneurial financing.</div></div>","PeriodicalId":48442,"journal":{"name":"Organizational Behavior and Human Decision Processes","volume":"188 ","pages":"Article 104407"},"PeriodicalIF":3.4,"publicationDate":"2025-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143873280","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}