Organizational Behavior

The organizational behavior group is dedicated to advancing research, teaching, and practice regarding the management of organizations.

The group’s faculty members research fundamental questions in organizational behavior, from both a social psychological and a sociological perspective, and publish their research in books and in the top management and social science journals.

MBA courses in organizational behavior help students to understand behavior at both the individual and organization levels. Topics at the individual or “micro” level include individual motivation and behavior, decision-making, interpersonal communication and influence, small group behavior, and individual, dyadic, and intergroup conflict and cooperation. At the organization or “macro” level, topics include organizational growth, organizational change, organizational learning, organizations and leadership, power, social networks, and social responsibility.

More generally, the organizational behavior curriculum helps prepare students for their managerial careers, providing them with frameworks for diagnosing and dealing with the problems and opportunities that typically arise in organizational settings.

Recent Journal Articles in Organizational Behavior

Nir Halevy, Eliran Halali, Taya R. Cohen
Journal of Personality & Social Psychology. August
2020, Vol. 119, Issue 2, Pages 293–316
Aruna Ranganathan, Alan Benson
American Sociological Review. July
2020, Vol. 85, Issue 4, Pages 573–609
Ashley Martin, Michael L. Slepian
Perspectives on Psychological Science. June
Ashton Teng, Zachary Taylor, Jeffrey Pfeffer, Leanne M. Williams
Journal of Psychiatric Research. June
2020, Vol. 125, Pages 7–12
Justin F. Landy, Miaolei Liam Jia, Isabel L. Ding, Domenico Viganola, Warren Tierney, Anna Dreber, Magnus Johannesson, Thomas Pfeiffer, Charles R. Ebersole, Quentin F. Gronau, Alexander Ly, Don van den Bergh, Maarten Marsman, Koen Derks, Eric-Jan Wagenmakers, Andrew Proctor, Daniel M. Bartels, Christopher W. Bauman, William J. Brady, Felix Cheung, Andrei Cimpian, Simone Dohle, M. Brent Donnellan, Adam Hahn, Michael P. Hall, William Jiménez-Leal, David J. Johnson, Richard E. Lucas, Benoît Monin, Andres Montealegre, Elizabeth Mullen, Jun Pang, Jennifer Ray, Diego A. Reinero, Jesse Reynolds, Walter Sowden, Daniel Storage, Runkun Su, Christina M. Tworek, Jay J. Van Bavel, Daniel Walco, Julian Wills, Xiaobing Xu, Kai Chi Yam, Xiaoyu Yang, William A. Cunningham, Martin Schweinsberg, Molly Urwitz, The Crowdsourcing Hypothesis Tests Collaboration, Eric L. Uhlmann
Psychological Bulletin. May
2020, Vol. 146, Issue 5, Pages 451–479
Chelsea Gioni, Gregory S. Carpenter, Hayagreeva Rao
Journal of Consumer Research. May
Charles A. O’Reilly, Jennifer A. Chatman
California Management Review. April
Jeffrey Pfeffer
Academy of Management Discoveries. April
2020, Vol. 6, Issue 1
Emilio Castilla, Aruna Ranganathan
Organization Science. March
17, 2020, Vol. 31, Issue 4, Pages 797-1051
Julian J. Zlatev, Daniella M. Kupor, Kristin Laurin, Dale T. Miller
Journal of Personality & Social Psychology. February
2020, Vol. 118, Issue 2, Pages 242-253
SC Matz, RE Appel, Michal W. Kosinski
Current Opinion in Psychology. February
2020, Vol. 31, Pages 116–121
Peter Belmi, Margaret Ann Neale, David Rieff, Rosemary Ulfe
Journal of Personality & Social Psychology. February
2020, Vol. 118, Issue 2, Pages 254-282

Recent Insights on Organizational Behavior

July 23, 2020
Offering compassion, predictability, and control can help, say two Stanford experts.
A door from a dark room leads to bright open sky. Credit: Illustration by Tricia Seibold, iStock/supakritpumpy
July 17, 2020
In this podcast episode, we discuss the common mistakes people make during high stakes communication and how to effectively approach these conversations.
Think Fast, Talk Smart is a podcast produced by Stanford Graduate School of Business.
June 8, 2020
On this podcast episode, we discuss how to harness power through non-verbal communication.
Think Fast Talk Smart logo
May 26, 2020
We tend to reward the overconfidence of upper-class individuals, even when they get it wrong.
A student waits to be interviewed. Credit: REUTERS/Patrick T. Fallon
April 30, 2020
For employers, best practices during a pandemic are no different than before: take care of your people.
An illustration of supervisors showing empathy to their employee. Credit: Michal Bednarski
April 28, 2020
We all know what it looks like to use power badly. A new book shows us how it can be used well.
A photo of a woman presenting to her colleagues. Credit: iStock/alvarez
April 23, 2020
Infectious diseases such as COVID-19 trigger both disgust and fear. Combined, those can trigger a misguided search for a scapegoat.
Signs that read “suspend rent” and “fear causes racism” are pictured on a boarded-up business in Seattle during the outbreak of the coronavirus disease (COVID-19). Credit: Reuters/Jason Redmond
April 7, 2020
High-performing health care teams focus on functional and cultural change simultaneously, while low-performing teams focus on just one type of change.
Medical staff, wearing protective suits and face masks, prepare material for medical consultations at an emergency COVID-19 center inside a gymnasium. Credit: Reuters/Benoit Tessier
March 26, 2020
Hiring “the best” isn’t always the brightest move.
Corporate business team brainstorming at an office table. Credit: iStock/Fizkes
March 18, 2020
Reframe your argument to reflect the other side’s values.
Robb Willer, professor of Organizational Behavior at Stanford GSB, smiling outdoors in front of a green background. Credit: Nancy Rothstein
March 3, 2020
Change or die, whether you’re in the boardroom or a multi-player fantasy world.
Julien Clement, assistant professor of organizational behavior at Stanford GSB. Credit: Nancy Rothstein
February 3, 2020
People believe corporations are less ethical than people, even when the crimes are the same.
 Oscar Munoz, chief executive of United Airlines. Credit: Reuters/Victor Ruiz Garcia