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Organizational behavior and Human Decision Processes

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  1. Organizational Behavior and Human Decision Processes publishes fundamental research in organizational behavior, organizational psychology, and human cognition, judgment, and decision-making. The journal features articles that present original empirical research, theory development, meta-analysis, and methodological advancements relevant to the substantive domains served by the journal. Topics covered by the journal include perception, cognition, judgment, attitudes, emotion, well-being.
  2. Formerly known as Organizational Behavior and Human Performance; Organizational Behavior and Human Decision Processes publishes fundamental research in organizational behavior , organizational psychology , and human cognition , judgmen..
  3. Organizational Behavior and Human Decision Processes. Societal threat and cultural variation in the strength of social norms: An evolutionary basis. Patrick Roosa,⇑, Michele Gelfandb, Dana Naua, Janetta Lunb. aDepartment of Computer Science, University of Maryland, College Park, United States. bDepartment of Psychology, University of Maryland,.
  4. Organizational Behavior and Human Decision Processes V ol. 77, No. 1, January , pp. 22- 43, 1999 Article ID obhd.1998.2814, available online at http://www .idealibrary .com o
  5. Accumulation is a fundamental process in dynamic systems: inventory accumulates production less ship-ments; the national debt accumulates the federal deficit. Effective decision making in such systems requires an understanding of the relationship between stocks and the flows that alter them. However, highly educated people are often unable to infer the behavior of simple stock-flow.
  6. a Department of Management and Organizations, Fuqua School of Business, Duke University, 100 Fuqua Drive, Box 90120, Durham, NC 27708-0120, United States b School of Entrepreneurship and Management, ShanghaiTech University, 393 Middle Huaxia Road, Pudong, Shanghai 201210, China c Division of Leadership, Management, and Organisation, Nanyang Business School, Nanyang Technological University, 50.

Organizational Behavior and Human Decision Processes journal homepage:www.elsevier.com/locate/obhdp The shortest path to oneself leads around the world: Living abroad increases self-concept clarity Hajo Adama,⁎, Otilia Obodarua, Jackson G. Lub, William W. Madduxc, Adam D. Galinskyd aRice University, USA bMassachusetts Institute of Technology, US Organizational Behavior and Human Decision Processes journal homepage:www.elsevier.com/locate/obhdp Mindfulness Meditation Impairs Task Motivation but Not Performance Andrew C. Hafenbracka,⁎, Kathleen D. Vohsb aUCP - Católica Lisbon School of Business & Economics, Portugal bCarlson School of Management, University of Minnesota, United State ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 50, 179-211 (1991) The Theory of Planned Behavior ICEK AJZEN University of Massachusetts at Amhersi Research dealing with various aspects of the theory of planned behavior (Ajzen, 1985, 1987) is reviewed, and some unresolved issues are discussed. In broad terms, the theory is found to be well supported by empirical evidence. Intentions to perform behaviors of different kinds can be predicted with high accuracy from attitudes. Organizational Behavior and Human Decision Processes, 115 (2011), pp. 169-180 Article Download PDF View Record in Scopus Google Scholar Barnes and Van Dyne, 200

Organizational Behavior and Human Decision Processes

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Intentions to perform behaviors of different kinds can be predicted with high accuracy from attitudes toward the behavior, subjective norms, and perceived behavioral control; and these intentions, together with perceptions of behavioral control, account for considerable variance in actual behavior. Attitudes, subjective norms, and perceived behavioral control are shown to be related to appropriate sets of salient behavioral, normative, and control beliefs about the behavior, but the exact. ditions, organizations are increasingly opting to utilize teams (Lawler, Mohrman,&Benson, 2001), as such entities are argued to be more suited to contending with complex tasks than individuals and.

2 C.M. Eggleston et al./Organizational Behavior and Human Decision Processes 128 (2015) 1-10 much these types of information actually influence the accuracy of affective forecasts, with the hypothesis that the three theories d Rogers, Organizational Behavior and Human Decision Processes, https://doi.org/10.1016/j.obhdp.2019.04.001. Making enrollment automatic|the default option|can impact involvement in programs ranging from retire-ment saving (Madrian & Shea, 2001) to organ donation (Johnson & Goldstein, 2003). One mechanism through which defaults can a ect behavior is by i

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  1. work and beyond. For example, some organizations have internal talent markets or rotational programs such that employees can sample several teams before choosing one to join. In academic environments, students choose between classes, majors, and research groups at their college or university. More commonly, such choices are inter-organizational.
  2. immoral behavior, people either cheat—but just a little in order to maintain their self-concept of being an honest person (Fischbacher & Heusi, 2008; Mazar et al., 2008)—or rationalize their unethical behavior in order to view their actions as accept-able; a process closely related to moral disengagement (Bandura
  3. Organizational Behavior and Human Decision Processes journal homepage: www.elsevier.com/locate/obhdp be employed to rationalize and justify personal transgressions
  4. athan, J.M., Is timely information always better? The effect of feedback frequenc

Organizational Behavior and Human Decision Processes 144 (2018) 145-170 Available online 12 September 2017 0749-5978/ © 2017 Elsevier Inc. All rights reserved. Organizational Behavior and Human Decision Processes 108 (2009) 131-142 Contents lists available at ScienceDirect Organizational Behavior and Human Decision Processes journal homepage: www.elsevier.com/locate/obhd

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  1. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES Vol. 67, No. (3), September, pp. 294-311, 1996 ARTICLE NO. 0081 Person-Organization Fit, Job Choice Decisions, and Organizational Entry DANIEL M. CABLE School of Management, Georgia Institute of Technology AND TIMOTHY A. JUDG
  2. Organizational Behavior and Human Decision Processes: Open Practices Disclosure Form Manuscript Title: Number of studies included: Corresponding Author: 1. Data A. Study ____ (Select One) o I agree to make the data available in a trusted open-access repository
  3. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES Vol. 70, No. 1, April, pp. 1-16, 1997 ARTICLE NO. OB972690 Protected Values Jonathan Baron University of Pennsylvania and Mark Spranca RAND, SANTA MONICA such as those for the protection of nature or individual Protected values are those that resist trade-offs with freedom from interference
  4. 146 F. Gino, J.D. Margolis/Organizational Behavior and Human Decision Processes 115 (2011) 145-156 hypothesized, then we expect induced promotionfocus also to lead to higher levels of virtuous behaviors following unethical act
  5. behavior and practical implications for people and organizations engaged in these bargaining exchanges. Preference for the receiver role Prior research on ultimatum bargaining finds that people prefer the role of proposer to the role of receiver (e.g., Pillutla & Murni-ghan, 1995). In addition, proposers typically extract more valu

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  1. g (Dorn & Huberman, 2010) by evaluating and selecting assets one at a time based on each in-dividual asset's volatility. Presenting assets simultaneously (in a menu
  2. intertemporal decision making). We predict that detailed informa-tion about interventions increases donors' perception of impact, which subsequently increases generosity. Previouswork abouthowdetailsinfluence givingfindsthatpro-social emotions such as sympathy play a key role when the details focus on humans or other sympathy-eliciting.
  3. Organizational Behavior and Human Decision Processes journal homepage: www.elsevier.com/locate/obhdp Compensatory conspicuous communication: Low status increases jargon use Zachariah C. Browna,⁎, Eric M. Anicichb, Adam D. Galinskya a Columbia University, Columbia Business School, 3022 Broadway, New York, NY 10027, United State
  4. decision had the capacity to reciprocate the allocator's behavior. They proposed, and empirically demonstrated, that there was a negative effect of the recipient's ability to reciprocate on th
  5. AAPs in organizations and universities because they tend to associ-ate race-based AAPs with perceptions of White disadvantage - the assumption that organizational decision-making processes are biased against Whites. The notion that perceptions of White disad-vantage explain why Whites oppose AAPs is also supported by empirical research. For.
  6. To inspire employees, organizations often make use of ideolog-ical messages (Katz & Kahn, 1966;Selznick, 1957). Ideological mes-sages are persuasive appeals designed to convince employees to change their attitudes or behavior by invoking an inspiring set of shared values and ideals (Shamir, Zakay, Breinin, & Popper, 1998). In this respect, ideological messages are sense-giving or meaning.
  7. J.R. Mesmer-Magnus et al./Organizational Behavior and Human Decision Processes 115 (2011) 214-225 215 openness refers to the extent to which a team is overtly sharing information, unique and common alike

engage in complex information processing efforts (van Knippenberg et al., 2004). The ability and motivation among team members provide a pool of general human capital resources that enable teams to leverage their more specific knowledge resources (Ployhart & Moliterno, 2011). To date, however, empirical studie 86 D.R. Avery et al./Organizational Behavior and Human Decision Processes 127 (2015) 85-102 could be activated and applied without awareness (i.e., auto- matically), but only if the individual lacks the motivation require that humans have evolved to reference each other when making decisions about what is good and what is bad, as it is an efficient way to navigate a complex social world (Bandura, 1977; Walden & Ogan, 1988). Referencing others can have such powerful effects on us that others' behavior can, without direct or aggressive lobby

attitudes and behaviors. It is used in surveys designed to elicit the propensity of sensitive behaviors, such as drug use, sexual behavior and abortion, and sensitive attitudes such as antisemitism (Adler et al., 1992; Brewer, 1981; Chen et al., 2014; Krumpal, 2012), in turn in-forming policy decisions such as anti-drug doping policies in elite. J. Dunn et al./Organizational Behavior and Human Decision Processes 117 (2012) 2-14 3 coping strategies, such as denigrating the target of the comparison and creating distance between oneself and the outperforme

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  1. Simon (1962). In the watchmaking example the process that involve subparts is a hierarchical system as contrasting to a ''flat system where everything is assembled at once. Organizational Behavior and Human Decision Processes 138 (2017) 15-27 Contents lists available at ScienceDirect Organizational Behavior and Human Decision Processes
  2. predictable environments and display greater decision-making accuracy, whereas divisionally structured teams fit best in unpre-dictable environments and display greater performance speed 2 M.D. Johnson et al./Organizational Behavior and Human Decision Processes 122 (2013) 1-1
  3. D.M. Mayer et al./Organizational Behavior and Human Decision Processes 117 (2012) 24-40 25 who experience self-uncertainty are more anxious in situations of risk (Colquitt et al., 2006), chronically compare themselves to oth
  4. Organizational Behavior and Human Decision Processes 109 (2009) 156-167 Contents lists available at ScienceDirect Organizational Behavior and Human Decision Processes

Organizational Behavior and Human Decision Processes publishes fundamental research in organizational behavior, organizational psychology, and human cognition, judgment, and decision-making ⁎Corresponding author at: Division of Strategy, Management, Organization, Nanyang Technological University, Singapore 639798, Singapore. E-mail address: TRockstuhl@ntu.edu.sg (T. Rockstuhl). Organizational Behavior and Human Decision Processes 148 (2018) 124-144 Available online 24 August 2018 0749-5978/ © 2018 Elsevier Inc. All rights reserved. Organizational Behavior and Human Decision Processes is a bimonthly peer-reviewed scientific journal covering organizational behavior and psychology.It was established in 1966 as Organizational Behavior and Human Performance, obtaining its current name in 1985.It is published by Elsevier and the editor-in-chief is Francesca Gino (Harvard Business School) 2 N.-W. Chi et al./Organizational Behavior and Human Decision Processes 131 (2015) 1-15 strength or energy to deal with the associated negative feelings (Vohs, Baumeister & Ciarocco, 2005; Vohs.

Organizational behavior and human decision processes NLM Title Abbreviation: Organ Behav Hum Decis Process. ISSN:0749-5978 (Print) ; 0749-5978 (Linking). San Diego : Academic Press, [c1985-. Not currently indexed for MEDLINE. NLM ID: 8504453 [Serial] 2. Organizational behavior and human performance NLM Title Abbreviation: Organ Behav Hum Perform. ISSN:0030-5073 (Print) ; 0030-5073 (Linking. 2008). Organizations such as Oxfam have helped popularize the practice of givingsocially responsiblegifts across personaland pro-fessional relationships (oxfamgifts.com). Numerous organizations and websites, including ''Just Give'' (justgive.org) and ''Shop With Meaning'' (shopwithmeaning.org), encourage individuals an ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES AUTHOR INFORMATION PACK TABLE OF CONTENTS. XXX. • Description • Impact Factor • Abstracting and Indexing • Editorial Board • Guide for Authors p.1 p.1 p.2 p.2 p.5 ISSN: 0749-5978 DESCRIPTION. Organizational Behavior and Human Decision Processes publishes fundamental research in organizational behavior, organizational psychology. 192 F. Gino et al./Organizational Behavior and Human Decision Processes 115 (2011) 191-203 testing later on, if the person finds that the behavior meets the standards, then she can complete the loop by exiting it

sequences of selfish behavior than deception per se. We break new ground by demonstrating that some forms of deception increase trust. Across four experiments, we demonstrate that prosocial lying can increase behavioral and attitudinal mea-sures of interpersonal trust. Consistent with prior work, we defin Organizational Behavior and Human Decision Processes. 1985 - 2020 Current editor(s): John M. Schaubroeck. From Elsevier Bibliographic data for series maintained by Haili He (). Access Statistics for this journal. Track citations for all items by RSS feed Is something missing from the series or not right? See the RePEc data check for the archive and series. Volume 145, issue C, 2018 How.

prime purpose of research in organizational behavior and human decision making. Several authors have documented positive effects of raising the stakes for decision makers by holding them account- able (Arkes, 1991). For example, it has been shown that account-ability makes professional auditors more accurate in judging the financial quality of industrial bond issues (Ashton, 1992), reduces. H.E. Hershfield et al./Organizational Behavior and Human Decision Processes 117 (2012) 298-310 299 less about a self with whom he or she has less of a connection (Parfit, 1971) J. Koopman et al./Organizational Behavior and Human Decision Processes 131 (2015) 132-148 133 justice between employees based on employee individual differ- ences 50 J.J. Lee, F. Gino/Organizational Behavior and Human Decision Processes 126 (2015) 49-64 Given the previous research on how suppression leads to more negative physiological arousal associated with emotional stimul

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Organizational Behavior and Human Decision Processes

The vast literature on organizational justice (e.g., Colquitt et al., 2005) has distinguished between the fairness related to (1) the out-comes that employees receive (distributive fairness; Adams, 1965), (2) the decision-making process associated with the outcomes (procedural fairness; Leventhal, Karuza, & Fry, 1980), and (3) the behavior of th 2 A.A. Mislin et al./Organizational Behavior and Human Decision Processes xxx (2011) xxx-xxx Please cite this article in press as: Mislin, A. A., et al. After the deal: Talk, trust building and the implementation of negotiated agreements 1 In the organizational behavior literature, innovation is typically defined as the successful implementation of creative ideas (e.g., Hennessey & Amabile, 2010), implying that creativity is the indispensable first stage of innovation (Zhou & Hoever, 2014). 64 J.G. Lu et al./Organizational Behavior and Human Decision Processes 139 (2017) 63-7 A.J. Lee, D.R. Ames/Organizational Behavior and Human Decision Processes 141 (2017) 16-28 17 excuse their proposal by claiming to have limited resources (e.g., ''You deserve more but this is all I can offer)

iors, and such behaviors can be construed as falling into the moral domain. But, as noted by Bradley, Brief, and Smith-Crowe (2008), Organizational Behavior and Human Decision Processes (2013), http://dx.doi.org/10.1016/j.obhdp.2012.12.00 ⇑ Corresponding author at: INSEAD, Organizational Behavior, 1 Ayer Rajah Avenue, Singapore 138676, Singapore. E-mail address: stefan.thau@insead.edu (S. Thau). Organizational Behavior and Human Decision Processes 128 (2015) 15-28 Contents lists available at ScienceDirect Organizational Behavior and Human Decision Processes Choosing to not engage in extra-role behaviors that benefit one's company eventually leads to a deterioration of the company's positive culture Public goods dilemmas 126 P.A.M. Van Lange et al./Organizational Behavior and Human Decision Processes 120 (2013) 125-14

Organizational behavior and human decision processes[Title

Organizational Behavior and Human Decision Processes doi: 10.1016/j.obhdp.2019.03.006 The demotivating e ect (and unintended message) of awards Carly D. Robinsona;, Jana Gallusb, Monica G. Leec, Todd Rogersd aHarvard Graduate School of Education, Harvard University, 13 Appian Way, Cambridge, MA 02138, United States bAnderson School of Management, UCLA, 110 Westwood Plaza, D508, Los Angeles, CA. process-oriented (and thus built time into their models as substantive constructs; see Habib, 1987; Pondy, 1967; Thomas, 1992), the majority of recent research has focused more on structural models of conflic Organizational Behavior and Human Decision Processes xxx (2011) xxx-xxx Contents lists available at ScienceDirect Organizational Behavior and Human Decision Processes journal homepage: www.elsevier.com/locate/obhdp Please cite this article in press as: Pleskac, T. J., et al. A detection model of college withdrawal. Organizational Behavior and Human Decision Processes (2011) Address: INSEAD, Organisational Behaviour Area, Bou-levard de Constance, 77305 Fontainebleau Cedex, France. E-mail address: roderick.swaab@insead.edu (R.I. Swaab). Organizational Behavior and Human Decision Processes xxx (2014) xxx-xxx Contents lists available at ScienceDirect Organizational Behavior and Human Decision Processes

Decision Processes Organizational Behavior and Human

J.A. Kennedy et al./Organizational Behavior and Human Decision Processes 138 (2017) 28-44 29 siveness to others' needs and interests (e.g., caring, compassionate, fair, and kind) (Aquino & Reed, 2002) ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES Vol. 76, No. 3, December, pp. 209-222, 1998 ARTICLE NO. OB982811 SPECIAL ARTICLE From Performance to Decision Processes in 33 Years: A History of Organizational Behavior and Human Decision Processes under James C. Naylor Elke U. Weber The Ohio State Universit

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2 L.J. Kray et al./Organizational Behavior and Human Decision Processes xxx (2014) xxx-xxx Please cite this article in press as: Kray, L. J., et al. Not competent enough to know the difference? Gender stereotypes about women's ease of being misled predict negotiator deception. Organizational Behavior and Human Decision Processes (2014), http://dx.doi.org/10.1016/j.obhdp.2014.06.00 Organizational Behavior and Human Decision Processes 115 (2011) 283-293 Contents lists available at ScienceDirect Organizational Behavior and Human Decision Processes journal homepage: www.elsevier.com/locate/obhd Organizational decision makers who hope to make optimal financial decisions must take great care as they engage in exten-sive, deliberate calculations of costs, profits, and risks. Thus, the role of analysts, who spend much of their time and attention on numerical calculations, seems to have become increasingly preva-lent within organizations. Rational choice theory suggests tha J.B. Rodell et al./Organizational Behavior and Human Decision Processes 140 (2017) 14-28 15 Colquitt & Zipay, 2015; Cropanzano, Byrne, Bobocel, & Rupp, 2001; Cropanzano et al., 2015)

C.J. Torelli et al./Organizational Behavior and Human Decision Processes 123 (2014) 34-48 35 Individualism and collectivism are the two most widely studied dimensions of cultural variability in the values that societies, an D.R. Ames et al./Organizational Behavior and Human Decision Processes 117 (2012) 96-110 97 Stereotyping When direct evidence is unclear or unavailable, perceivers ma Self-other decision making and loss aversion Evan Polman Stern School of Business, New York University, 701C Tisch Hall, 40 W. 4th St., New York, NY 10012, United States article info Article history: Received 8 March 2011 Accepted 8 June 2012 Accepted by Julie Irwin Keywords: Self-other decision making Loss aversion Construal level. Organizational Behavior and Human Decision Processes 144 (2018) 60-73 0749-5978/ © 2017 Elsevier Inc. All rights reserved. MAR committed behaviors when each dyadic member has high total power. Lawler and Yoon, 1996 (p. 91) specifically state that, the theory of relational cohesion posits an endogenous process by which the struc-tural potential for cohesion is actualized in 'relational cohesion', that is

Organizational Behavior and Human Decision Processes Organizational Behavior and Human Decision Processes publishes fundamental research in organizational behavior, organizational psychology, and.. Organizational Behavior and Human Decision Processes. ISSN: 0749-5978. Visit Journal website. Datasets associated with articles published in Organizational Behavior and Human Decision Processes

N. Karelaia, L. Guillén/Organizational Behavior and Human Decision Processes 125 (2014) 204-219 205 Niedenthal et al., 1992), the perceived dissonance between the meanings of different identities that one holds may be threatenin V. Mak et al./Organizational Behavior and Human Decision Processes 127 (2015) 30-43 31 future periods are contingent on the degree of exploitation of cur- rent resources by the players

Organizational Behavior and Human Decision Processes xxx (2011) xxx-xxx Contents lists available at SciVerse ScienceDirect Organizational Behavior and Human Decision Processes journal homepage: www.elsevier.com/locate/obhdp Please cite this article in press as: Norton, M. I., et al. The persuasive ''power'' of stigma?. Organizational Behavior and Human Decision Processes (2011) dual-process theory may be a useful framework with which to identify variables and strategies that help direct cognitive re-24 F. Anseel et al./Organizational Behavior and Human Decision Processes 110 (2009) 23-3

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ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2. Most research on mindfulness at work has examined mindfulness as an independent variable. What new insights can be gained by construing mindfulness as a mediator or as a moderator? Relatedly, what are the affective (e.g., emotion regulation) and cognitiv F. Gino et al./Organizational Behavior and Human Decision Processes 114 (2011) 104-114 105 in which actual control is zero and decision makers have no way to influence the outcome (e.g., a button is not present in a task wher B. Bilgin, L. Brenner/Organizational Behavior and Human Decision Processes 121 (2013) 118-128 119 assumed to have the same impact on subjective probability across differentvaluesof uncertainty Organizational Behavior is concerned with the study of what people do in an organization and how that behavior affects the performance of the organization. OB studies put the focus on motivation , leader behavior and power, interpersonal communication, group structure and processes, learning, attitude development and perception, change processes, conflict, work design, and work stress X. Chen, G.P. Latham/Organizational Behavior and Human Decision Processes 125 (2014) 88-97 89 (1998). This has set off what Abbott (2013) described as an acrimo

Organizational behavior and human decision processes Publikationstyp Zeitschrift Version Verlagsversion Hat einen Teil. Bd. 118, Heft 2 Toward a contingency framework of interpersonal influence in organizational identification diffusion ; Bd. 87, Heft 2 | S. 323-341 : Certainty and uncertainty; Bd. 90, Heft 1 | S. 148-164 : Speed/accuracy decisions in task performance; ISSN 0749-5978. Bandura, A. (1991). Social cognitive theory of self-regulation. Organizational behavior and Human Decision Processes, 50, 248-287. doi10.1016/0749-5978(91)90022- 34 P.D. Windschitl et al./Organizational Behavior and Human Decision Processes 111 (2010) 33-47 of a marked card when the card is desirable, but not when it is undesirable

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2 W. Liu et al./Organizational Behavior and Human Decision Processes xxx (2011) xxx-xxx Please cite this article in press as: Liu, W., et al. Culture and accountability in negotiation: Recognizing the importance of in-group relations. Organizational 46 E. Sharma, V.G. Morwitz/Organizational Behavior and Human Decision Processes 135 (2016) 45-54 In addition, Cryder et al. (2013) show that providing tangible details can boost charitable giving to the extent it increases th Organizational Behavior and Human Decision Processes Publication Venue For How does the perceived value of a medium of exchange depend on its set of possible uses? goal-directed behaviors (Koo & Fishbach, 2012), both of which determine the impact of the presence of a sub-goal structure. Third, in organizational settings, the goal structure often remains static throughout the pursuit; for instance, once a sub-goal struc-ture is employed in a sales context, it would continue to be used throughout the.

decision makers choose from a limited set of accessible numbers☆ Benjamin A. Converse a,b,⁎ , Patrick J. Dennis c a Frank Batten School of Leadership and Public Policy, University of Virginia, 235 McCormick Road, PO Box 400893, Charlottesville, VA 22904, United State behaviors (Gagné, 2003; Grant, 2007), increasing engagement in or-ganizational citizenship behaviors (Gagné & Deci, 2005; Penner, Midili, & Kegelmeyer, 1997), and enhancing creativity (Amabile, 1985). For example, recruiters may realize that intrinsically motivated employees, who are curious and interested in learning, are more cognitively flex

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