organizational behavior and human decision processes

We found the distinction between the three justice types to be merited. In the interactionist perspective of social cognitive theory, social factors affect the operation of the self-regulative system.read more read lessĪbstract: The correlates of distributive, procedural, and interactional justice were examined using 190 studies samples, totaling 64,757 participants. The same self-regulative system is involved in moral conduct although compared to the achievement domain, in the moral domain the evaluative standards are more stable, the judgmental factors more varied and complex, and the affective self-reactions more intense. Self-regulation also encompasses the self-efficacy mechanism, which plays a central role in the exercise of personal agency by its strong impact on thought, affect, motivation, and action. These include self-monitoring of one's behavior, its determinants, and its effects judgment of one's behavior in relation to personal standards and environmental circumstances and affective self-reaction. The major self-regulative mechanism operates through three principal subfunctions. Thus, knowledge embedded in the interactions of people, tools, and tasks provides a basis for competitive advantage in firms.read more read lessĪbstract: In social cognitive theory human behavior is extensively motivated and regulated by the ongoing exercise of self-influence. By embedding knowledge in interactions involving people, organizations can both effect knowledge transfer internally and impede knowledge transfer externally. Because people are more similar within than between organizations, interactions involving people transfer more readily within than between firms. This theoretical result illuminates how organizations can derive competitive advantage by transferring knowledge internally while preventing its external transfer to competitors. The article develops the proposition that interactions among people, tasks, and tools are least likely to fit the new context and hence are the most difficult to transfer. The article builds on a framework of knowledge reservoirs to show why knowledge transfer can be difficult and to identify the kinds of knowledge that are most difficult to transfer to different contexts. Inc.read more read lessĪbstract: This concluding article in the special issue of Organizational Behavior and Human Decision Processes on the foundations of knowledge transfer in organizations argues that the creation and transfer of knowledge are a basis for competitive advantage in firms. The limited available evidence concerning this question shows that the theory is predicting behavior quite well in comparison to the ceiling imposed by behavioral reliability. Finally, inclusion of past behavior in the prediction equation is shown to provide a means of testing the theory*s sufficiency, another issue that remains unresolved.

Optimal rescaling of expectancy and value measures is offered as a means of dealing with measurement limitations. Expectancy- value formulations are found to be only partly successful in dealing with these relations. 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 nature of these relations is still uncertain. 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. In broad terms, the theory is found to be well supported by empirical evidence. Abstract: Research dealing with various aspects of* the theory of planned behavior (Ajzen, 1985, 1987) is reviewed, and some unresolved issues are discussed.

Organizational behavior and human decision processes