All Stories

  1. Managing Grassroots and Boardrooms: Change Strategies for Navigating Agentic AI in Organizations
  2. Social Judgments of Generative AI Users
  3. Using customized, conversational AI agents in leadership and management research: Benefits, practical illustrations, and best practices
  4. Investigating the replicability of the social and behavioural sciences
  5. Human–AI interaction research needs to be embedded in psychological theory
  6. Cause or Effect? Unraveling the Causality of the Technostressor–Strain Relationship
  7. Women’s and Men’s Authorship Experiences: A Prospective Meta-Analysis
  8. You, Me, and the AI: The Role of Third‐Party Human Teammates for Trust Formation Toward AI Teammates
  9. Introducing Researchchatai: An Easy-to-Use, Open-Source Tool to Build Conversational Ai Agents for Management and Leadership Research
  10. I Care That You Don’t Share: Confidentiality in Student-Robot Interactions
  11. The International Climate Psychology Collaboration: Climate change-related data collected from 63 countries
  12. “AI Can’t Steal My Soul”: In the Age of AI, the Human Touch is Paramount for the Craft of Managing Change
  13. New ways of seeing: Four ways you have not thought about Registered Reports yet
  14. Addressing climate change with behavioral science: A global intervention tournament in 63 countries
  15. Publishing Registered Reports in Management and Applied Psychology: Common Beliefs and Best Practices
  16. Augmenting Organizational Change and Strategy Activities: Leveraging Generative Artificial Intelligence
  17. Employees Adhere More to Unethical Instructions from Human Than AI Supervisors: Complementing Experimental Evidence with Machine Learning
  18. The Interactive Effects of Job Demands and Present Temporal Focus for Time Pressure and Strain
  19. Adherence to Unethical Instructions from AI Supervisors: Combining Experiments with Machine Learning
  20. Publishing Registered Reports in Management and Applied Psychology: Myths, Truths, and Best Practices
  21. A dyadic approach toward the interpersonal consequences of time pressure.
  22. (How Much) Do Temporal Social Comparisons Matter?
  23. Formal supervisors' role in stimulating team members' informal leader emergence: Supervisor and member status as critical moderators
  24. Hurry Up! the role of supervisors’ time urgency and self‐perceived status for autocratic leadership and subordinates’ well‐being
  25. The consequences of (not) seeing eye‐to‐eye about the past: The role of supervisor–team fit in past temporal focus for supervisors' leadership behavior
  26. Are we in Time? An Actor-Partner Interdependence Approach toward Time Pressure
  27. Stuck in the past? The relationship of supervisor past temporal focus with leadership behavior
  28. The Role of Supervisors' Time Urgency and Status for Autocratic Leadership and Employee Attitudes