Nudging in organizations: How to avoid behavioral interventions being just a façade

2024/06/19 by Petr Houdek · 1 voice
Business, Management and Accounting · Decision Sciences · Psychology · #Behavioral Health and Interventions #Decision-Making and Behavioral Economics #Job Satisfaction and Organizational Behavior

paper · doi:10.1016/j.jbusres.2024.114781

openalex publication_date 2024/06/19 · crossref created 2024/06/19 · crossref deposited 2024/07/25 · crossref issued 2024/09/01 · crossref published 2024/09/01 · crossref published-print 2024/09/01 · openalex created_date 2025/10/10 · crossref indexed 2026/07/22 · openalex updated_date 2026/07/23

Citations

• Estimating the reproducibility of psychological science
• Heuristic Decision Making
• Choice without Awareness: Ethical and Policy Implications of Defaults
• Why Heuristics Work
• Exploration and Exploitation in Organizational Learning
• Fostering Positive Relational Dynamics: The Power of Spaces and Interaction Scripts
• Nudge Versus Boost: Agency Dynamics Under Libertarian Paternalism
• A review of nudges: Definitions, justifications, effectiveness
• The effectiveness of nudging: A meta-analysis of choice architecture interventions across behavioral domains
• The i-frame and the s-frame: How focusing on individual-level solutions has led behavioral public policy astray
• The deep roots of cross-cultural differences in organizational behavior: Do human resource management education has to respect them?

Discussions

• My recent study on why nudging—subtle behavioral interventions—often fails to make a lasting impact in corporate settings is here doi.org/10.1016/j.jb... [bsky, 0 points, 0 comments]