ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES

Scope & Guideline

Fostering understanding of human choices in workplace settings.

Introduction

Welcome to your portal for understanding ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES, featuring guidelines for its aims and scope. Our guidelines cover trending and emerging topics, identifying the forefront of research. Additionally, we track declining topics, offering insights into areas experiencing reduced scholarly attention. Key highlights include highly cited topics and recently published papers, curated within these guidelines to assist you in navigating influential academic dialogues.
LanguageEnglish
ISSN0749-5978
PublisherACADEMIC PRESS INC ELSEVIER SCIENCE
Support Open AccessNo
CountryUnited States
TypeJournal
Convergefrom 1985 to 2024
AbbreviationORGAN BEHAV HUM DEC / Organ. Behav. Hum. Decis. Process.
Frequency6 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
Address525 B ST, STE 1900, SAN DIEGO, CA 92101-4495

Aims and Scopes

The journal 'Organizational Behavior and Human Decision Processes' is dedicated to advancing the understanding of human behavior in organizational settings. It emphasizes empirical research that explores the psychological, social, and organizational factors influencing decision-making processes.
  1. Human Decision-Making Processes:
    The journal focuses on how individuals make decisions within organizations, examining cognitive biases, heuristics, and the influence of emotions and social contexts on decision-making.
  2. Organizational Behavior Dynamics:
    Research on the behaviors of individuals and groups in organizational settings, including leadership styles, team dynamics, and the impact of organizational culture.
  3. Social Justice and Inclusion:
    A commitment to examining issues of allyship, advocacy, and social justice in the workplace, particularly as they relate to marginalized groups and equity in organizational practices.
  4. Curiosity and Creativity in Organizations:
    Exploring the role of curiosity, creativity, and innovation in organizational settings, including how these factors can be fostered and leveraged for improved performance.
  5. Ethics and Morality in Decision-Making:
    Investigating the ethical dimensions of decision-making processes, including the factors that influence moral behavior and the consequences of unethical practices.
Recent publications indicate a shift towards several emerging themes that reflect contemporary issues in organizational behavior and decision-making. These trends highlight the journal's responsiveness to current societal challenges and the evolving landscape of organizational research.
  1. Allyship and Advocacy in Organizations:
    A notable increase in research examining the role of allyship, advocacy, and social justice in workplaces, particularly in relation to marginalized groups, signifies a growing focus on equity and inclusion.
  2. Curiosity as a Driver of Innovation:
    Emerging studies emphasize the importance of curiosity and its multifaceted role in fostering creativity, innovation, and problem-solving within organizations.
  3. Intersectionality in Workplace Dynamics:
    There is a rising interest in intersectional analyses that consider how various social identities (e.g., race, gender, sexual orientation) interact to shape experiences and behaviors in organizational contexts.
  4. Ethical Decision-Making and Moral Psychology:
    A trend towards exploring the psychological underpinnings of ethical decision-making, including how moral considerations influence behavior in organizational settings, is gaining traction.
  5. Impact of Organizational Communication:
    Research focusing on the nuances of communication within organizations, including the effects of digital communication and remote work dynamics, is increasingly relevant in the current context.

Declining or Waning

While the journal continues to explore a diverse range of topics, certain themes appear to be decreasing in prominence. This shift may reflect evolving interests in the field and changing societal contexts.
  1. Traditional Leadership Models:
    Research focusing on conventional leadership theories and styles seems to be waning as the field moves towards more nuanced and intersectional approaches to leadership.
  2. Individualistic Decision-Making:
    Studies that emphasize individual decision-making without considering social or organizational contexts are becoming less frequent, giving way to more relational and context-driven analyses.
  3. Static Views of Organizational Culture:
    The exploration of organizational culture as a fixed entity is declining, with a growing emphasis on the dynamic and evolving nature of cultures within organizations.

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