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

2016 Impact Factor Available summer 2017
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 arXiv.org
    • 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
    green

Publications in this journal


  • No preview · Article · Feb 2016 · Journal of Business and Psychology
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    ABSTRACT: Drawing on conservation of resources theory, multiplex social networks research, and the emerging conflict involvement perspective, the purpose of this study is to develop and test a multiplex view of conflict that explicitly accounts for the nature of the social relationships between those involved in intrateam conflict and how these multiplex relationships differentially impact team performance. Data were collected from 120 teams engaged in a 4-month business simulation. Relationship conflicts occurring among team members who are friends have a negative impact on team performance, whereas those occurring between non-friends have a positive impact on team performance. Although we also find non-friend task conflicts to be beneficial for team performance, friend task conflicts have no impact on team performance. This study highlights the dark side of workplace friendships and admonishes managers to pay close attention not only to conflicts among employees, but also to the relational closeness of those involved in conflict. The current study provides empirical support for the emerging conflict involvement perspective by explicitly assessing the number of individuals involved in conflict as well as the type of relationships between them. We also extend research on multiplex relationships from the individual to the team level of analysis. Finally, we respond to calls for studies of multiplexity that include both positive and negative relationships.
    No preview · Article · Feb 2016 · Journal of Business and Psychology
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    ABSTRACT: Purpose Adopting an information processing perspective, we argue that in pay-for-performance contexts, pay secrecy may adversely affect the ability of members of newly formed, virtual work groups to source assistance from those most able to provide it, referred to here as efficacious help-seeking. Design/Methodology/Approach We conducted a repeated-measures laboratory study in which one hundred forty-six participants interacted with three confederates, each with a varying level of skill. Participants’ help-seeking behaviors were recorded and efficacious help-seeking was examined as a function of the four pay transparency conditions. Findings Our findings reveal that accurate perception of task expertise of the highest paid work group member mediates the impact of pay transparency on members’ efficacious help-seeking. The findings also show that the positive relationship between pay transparency and efficacious help-seeking is amplified for average and high performers and that for these same individuals a shift from secrecy to transparency is accompanied by a significant increase in efficacious help-seeking. Implications This study extends pay secrecy research by shifting the focus away from fairness, instrumentality, and sorting and toward information processing. More specifically, the study highlights how pay and pay comparisons can influence inter-relating behaviors in organizations in general and expertise identification and help seeking behaviors in particular. Originality/Value We believe this is the first study to directly examine how the availability of pay comparison information determines inter-relating behaviors in organizations. The study offers insight for pay policy in organizations that rely upon employee help-seeking, showing that efficacious help-seeking can be enhanced through transparent pay practices. This is particularly evident in the virtual teams examined in the present study.
    No preview · Article · Jan 2016 · Journal of Business and Psychology
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    ABSTRACT: Purpose The risk environment within organizations and business groups has been identified as a key factor in preventing scandal, unexpected losses, and even insolvency in financial institutions. The objective of this paper is to propose a multilevel framework for investigating risk climate (the shared perceptions among employees of the relative priority given to risk management, including perceptions of the risk-related practices and behaviors that are expected, valued and supported), together with its outcomes and antecedents, and validate a new measure. Design/Methodology/Approach A bottom-up phenomenon-driven process was used in scale development. We drew on published case studies, the industry literature, and interviews with subject matter experts. We performed three studies across a total of 10,544 employees in three different banks based in different countries. An online survey methodology was used to first explore and then confirm the factor structure, fit and invariance of our risk climate measure at the individual level of analysis, before progressing to examine fit and invariance across both the individual and business unit level simultaneously. Findings We found evidence for four unique factors of risk climate that were invariant across three organizations, two countries, and two levels of analysis (individual and business unit). Implications The risk climate scale presented in this paper provides a means by which senior leaders of financial institutions may better understand risk climate and how it varies at the business unit level. This information is relevant both to meet regulatory requirements and as a guide for potential intervention to strengthen or change risk climate. Originality/Value This paper provides the first academic study of a new strategic-focused climate construct based on the relative priority given to risk management.
    No preview · Article · Nov 2015 · Journal of Business and Psychology
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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.
    No preview · Article · Nov 2015 · Journal of Business and Psychology
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    ABSTRACT: Purpose This study investigated the moderating effect of intergroup contact on the relationship between the race composition of organizational representatives, perceived similarity, and minority applicant attraction. Design/Methodology/Approach 344 minority Malaysian-Chinese university students read a job advertisement that varied the racial composition of organizational representatives (100 % Malay or 50 % Malay–50 % Chinese or 100 % Chinese). Of these participants, 161 were Malaysian-Chinese in Malaysia (high intergroup contact location) and 183 were Malaysian-Chinese in Australia (low intergroup contact location). After reading the advertisement, participants responded to a series of scale items (e.g., perceived surface-level similarity, perceived deep-level similarity, and applicant attraction). Findings Results showed that the effect of race composition on attraction was stronger for minority participants in Australia than for minority participants in Malaysia. Perceived deep-level similarity mediated this moderated relationship. Implications The study findings suggest that organizations should include minority representatives in their recruitment advertising to attract minority applicants, particularly to attract minorities in locations with few opportunities for intergroup contact. Originality/Value By testing the mediating effects of perceived surface-level and deep-level similarity, this study contributes to our understanding of the mechanism linking the interaction between race composition and location with applicant attraction.
    No preview · Article · Oct 2015 · Journal of Business and Psychology
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    ABSTRACT: Purpose: The purpose of this study was to investigate whether situational factors predict ethicality judgments of theft behavior, and whether the effect of situational factors is moderated by moral relativism. Design/Methodology/Approach: Data were obtained across two laboratory experiments using undergraduate business students attending a Canadian university (n = 372). Student participants viewed a videotaped vignette of an employee informed that he had been caught stealing sales commission. In the vignettes, we manipulated two situational factors: whether or not (a) the theft has monetary consequences for the organization, and (b) similar theft is commonplace within the organization. Findings: In Experiment 1, both situational factors interacted with moral relativism in the prediction of ratings of unethical conduct. In Experiment 2, using a within-participant research design, we achieved an interaction between the organizational consequences manipulation and moral relativism, although we obtained a considerably stronger effect size for the interaction compared to the first experiment. Implications: We discuss implications of our findings and suggest avenues for future research. In particular, we consider the possibility that managers may not share a common frame-of-reference when considering the ethicality of theft. This could affect whether and the extent to which theft behavior is reprimanded. Originality/Value: Our study contributes to research on employee theft, and also adds incrementally to our understanding of how both situational factors and moral relativism jointly influence perceptions of theft behavior.
    No preview · Article · Sep 2015 · Journal of Business and Psychology