Journal of Business and Psychology (J BUS PSYCHOL)

Publisher: Business Psychology Research Institute (Mendota, Minn.), Springer Verlag

Journal description

Journal of Business and Psychology publishes empirical research case studies and literature reviews dealing with psychological concepts and services implemented in business settings. Written by psychologists behavioral scientists and organizational specialists employed in business industry and academia articles deal with all aspects of psychology that apply to the business sector. Subjects include personnel selection and training; organizational assessment and development; risk management and loss control; marketing and consumer behavior research.

Current impact factor: 1.25

Impact Factor Rankings

2015 Impact Factor Available summer 2016
2009 Impact Factor 0.444

Additional details

5-year impact 1.32
Cited half-life 7.90
Immediacy index 0.44
Eigenfactor 0.00
Article influence 0.46
Website Journal of Business and Psychology website
Other titles Journal of business and psychology
ISSN 0889-3268
OCLC 13847167
Material type Periodical, Internet resource
Document type Journal / Magazine / Newspaper, Internet Resource

Publisher details

Springer Verlag

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Author's pre-print on pre-print servers such as
    • Author's post-print on author's personal website immediately
    • Author's post-print on any open access repository after 12 months after publication
    • Publisher's version/PDF cannot be used
    • Published source must be acknowledged
    • Must link to publisher version
    • Set phrase to accompany link to published version (see policy)
    • Articles in some journals can be made Open Access on payment of additional charge
  • Classification

Publications in this journal

  • Journal of Business and Psychology 11/2015; DOI:10.1007/s10869-015-9424-7
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    ABSTRACT: Purpose: This study draws from social comparison theory to explore why and under which circumstances individuals receiving idiosyncratic deals (i-deals) are likely to help their co-workers. Design: Data were collected with an alumni association of engineers. Participants completed two questionnaires (N = 182 at Time 2). Findings: We find that the relationship between i-deals and helping behavior is not direct, but is mediated by organizational-based self-esteem. This relationship is stronger when i-deal recipients believe that their co-workers do not have the opportunity to get i-deals for themselves. Implications: I-deal recipients are expected to help their colleagues because helping colleagues is consistent with the positive self developed thanks to i-deals. When co-workers have the opportunity to get i-deals for themselves, social comparison between the i-deal recipient and colleagues is likely to be more salient, which strengthen the indirect relationship between i-deal and helping behavior. Originality: This study tests i-deals from the vantage point of social comparison theory rather than from the perspective of social exchange. We thereby provide a richer account of the complexities involved in helping behavior. By exploring contextual variables that are likely to trigger social comparisons, we also expect to better understand the circumstances under which i-deals are likely to be associated with helping behavior.
    Journal of Business and Psychology 11/2015; DOI:10.1007/s10869-015-9421-x
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    ABSTRACT: Purpose: Organizational culture is a critical resource for organizations to adapt to dynamic environments and to survive in the long term. Unfortunately, a lack of clarity exists in the conceptualization of adaptive cultures and little empirical research investigates its impact on survival. Therefore, the purpose of the present study was twofold: (1) to identify, define, and develop a measure of adaptive organizational culture and (2) to demonstrate the effect of adaptive culture on organizational survival. Design/Methodology/Approach: An adaptive culture rating scale was developed based on a review of the existing literature. Ninety-five organizations founded prior to 1940 were rated on nine characteristics of adaptive culture. Ratings were used to predict likelihood to survive using a Cox regression with proportional hazards survival analysis. Findings: Exploratory factor analysis revealed two broad factors of adaptive culture, values toward change and action-orientation. Findings indicate organizations with adaptive cultures were more likely to survive. Implications: The present effort provided evidence that culture can serve as an adaptive mechanism with effects spanning decades. Leaders should focus on establishing adaptive cultural norms and values in order to increase chances of surviving. Originality/Value: This is one of the first historiometric studies to develop and utilize a measure of adaptive culture. Further, this study looked at the impact of adaptive culture on long-term organizational outcomes using survival analysis, a statistical technique not often employed in the organizational literature.
    Journal of Business and Psychology 10/2015; DOI:10.1007/s10869-015-9420-y

  • Journal of Business and Psychology 10/2015; DOI:10.1007/s10869-015-9419-4

  • Journal of Business and Psychology 09/2015; DOI:10.1007/s10869-015-9418-5
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    ABSTRACT: The purpose of the study was to examine antecedents of interview performance commonly measured via two divergent methods; selection tests and evaluator assessments. General mental ability (GMA), emotional intelligence (EI), and extraversion have been largely studied in isolation. This study evaluates the relative strength of these traits across methods and tests whether selection test and evaluator-assessed traits interact to further enhance the prediction of interview performance. 81 interviewees were asked to complete traditional selection tests of GMA, EI, extraversion, and a video-recorded structured behavioral and situational job interview. The traits, behavioral, and situational interview performance were then evaluated with three independent sets of raters. Regression analysis was used to investigate the extent that these traits predicted structured interview performance. Results indicate that each trait was a strong predictor of interview performance, but results differed based on the method of measurement and the type of structured interview assessed. Further, evaluator perceptions related to interview performance more strongly than did selection tests. Finally, evaluator assessments of each trait interacted with its respective selection test counterpart to further enhance the prediction of interview performance. This improves our understanding of how applicant traits impact hiring decisions. This is the first study to directly compare tested versus others’ ratings of interviewee GMA, EI, and extraversion as predictors of interview performance.
    Journal of Business and Psychology 09/2015; 30(3). DOI:10.1007/s10869-014-9381-6

  • Journal of Business and Psychology 08/2015; DOI:10.1007/s10869-015-9417-6

  • Journal of Business and Psychology 08/2015; DOI:10.1007/s10869-015-9416-7

  • Journal of Business and Psychology 07/2015; DOI:10.1007/s10869-015-9414-9

  • Journal of Business and Psychology 07/2015; DOI:10.1007/s10869-015-9412-y
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    ABSTRACT: Purpose Drawing from core self-evaluations (CSE) theory, we argue and demonstrate that disposition plays an important role in explaining the way job applicants respond to testing procedures in the selection process. We demonstrate that CSE predicts job candidate reapplication intentions, acceptance intentions, and recommendation intentions—even after controlling for test performance. Moreover, we show that CSE moderates the relationship between perceived fairness and applicant behavioral intentions. Design/Methodology/Approach Drawing from a sample of 194 applicants for the position of police officer, this research uses data at four different time periods to explain the impact that applicant CSE has on outcomes in a high-stakes (i.e., civil service) testing environment. Findings Our results indicate that behavioral intentions resulting from selection processes are attributable at least in part to applicant CSE and that self-serving attributions are not the only relevant driving factor. We also show that CSE influences the relationship between perceptions of fairness and behavioral intentions. Implications Theoretically, this manuscript explains why and shows how CSE is a driving force behind intention formation. This research provides practitioners with insight to the formation of applicant reactions and intentions showing that important perceptions about the organization can be impacted by CSE. We also demonstrate that CSE impacts selection test performance. Originality/Value This is the first study to examine the impact of CSE on applicant responses related to the formation of organizationally relevant outcomes
    Journal of Business and Psychology 04/2015; DOI:10.1007/s10869-015-9405-x
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    ABSTRACT: Purpose The aim of this study was to investigate (a) the behavioral cues that are displayed by, and trait judgments formed about, anxious interviewees, and (b) why anxious interviewees receive lower interview performance ratings. The Behavioral Expression of Interview Anxiety Model was created as a conceptual framework to explore these relations. Design/Methodology/Approach We videotaped and transcribed mock job interviews, obtained ratings of interview anxiety and interview performance, and trained raters to assess several verbal and nonverbal cues and trait judgments. Findings The results indicated that few behavioral cues, but several traits were related to interviewee and interviewer ratings of interview anxiety. Two factors emerged from our factor analysis on the trait judgments—Assertiveness and Interpersonal Warmth. Mediation analyses were performed and indicated that Assertiveness and Interpersonal Warmth mediated the relation between interview anxiety and interview performance. Speech rate (words spoken per minute) and Assertiveness were found to mediate the relation between interviewee and interviewer ratings of interview anxiety. Implications Overall, the results indicated that interviewees should focus less on their nervous tics and more on the broader impressions that they convey. Our findings indicate that anxious interviewees may want to focus on how assertive and interpersonally warm they appear to interviewers. Originality/Value To our knowledge, this is the first study to use a validated interview anxiety measure to examine behavioral cues and traits exhibited by anxious interviewees. We offer new insight into why anxious interviewees receive lower interview performance ratings.
    Journal of Business and Psychology 04/2015; in press. DOI:10.1007/s10869-015-9403-z