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Jeffrey Pfeffer
Stanford University
226Publications
83H-index
55.8kCitations
Publications 226
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#1Jeffrey Pfeffer (Stanford University)H-Index: 83
Because the Dahl and Pierce study finds only tiny effects of pay for performance on prescriptions, their analysis runs the risk of reinforcing organizational reluctance to address practices that ha...
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#1Tomi Laamanen (HSG: University of St. Gallen)H-Index: 16
#2Jeffrey Pfeffer (Stanford University)H-Index: 83
Last.Andrew H. Van de Ven (UMN: University of Minnesota)H-Index: 53
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This Special Issue of Academy of Management Discovery (AMD) examines how the Sharing economy can reshape the traditional management theories and practices. We define “sharing economy” as a socio-economic ecosystem that commonly uses information technology to connect different stakeholders – individuals, companies, governments, and other – to share or access different products and services and to enable collaborative consumption (Belk, 2014; Hamari, Sjoklint, and Ukkonen, 2016; Wosskow, 2014). We...
3 CitationsSource
#2Sanford E. DeVoeH-Index: 16
Last.Jeffrey PfefferH-Index: 83
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We examine how pay practices, such as hourly payment, that promote an economic evaluation of time affect people’s choices about with whom to socialize off the job. Using multiple waves of the Ameri...
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#1Jeffrey Pfeffer (Stanford University)H-Index: 83
Artificial intelligence may destroy and transform millions of jobs, possibly exacerbating the shift in power from labor to capital. Low birth rates, aging populations, and budgetary stringency leave countries ill-prepared to provide the training and income support to help people transition to an AI-dominated world. Jeff Pfeffer argues in this chapter that work environments profoundly affect people’s physical and psychological health, health care costs, and company performance. Therefore, general...
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#1Jeffrey PfefferH-Index: 83
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#1Arthur S. Jago (Stanford University)H-Index: 2
#2Jeffrey Pfeffer (Stanford University)H-Index: 83
Both individuals and organizations can (and do) engage in unethical behaviors. Across six experiments, we examine how people’s ethical judgments are affected by whether the agent engaging in unethical action is a person or an organization. People believe organizations are more unethical than individuals, even when both agents engage in identical behaviors (Experiments 1–2). Using both mediation (Experiments 3a–3b) and moderation (Experiment 4) analytical approaches, we find that this effect is e...
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#1Jeffrey Pfeffer (Stanford University)H-Index: 83
2 CitationsSource
#1Peter BelmiH-Index: 5
#2Jeffrey PfefferH-Index: 83
Competence and sociability (warmth) are fundamental dimensions of social judgment in organizations. However, these qualities are frequently seen as negatively related, with mixed evidence on which is more important. In three studies (N = 993) we investigated the effects of reward interdependence on the preference for sociability versus competence. We predicted that reward interdependence would elicit a more instrumental, calculative mindset, which in turn, would lead individuals to value compete...
#1Jeffrey PfefferH-Index: 83
6 Citations
#1Jeffrey Pfeffer (Stanford University)H-Index: 83
#2Dana R. Carney (University of California, Berkeley)H-Index: 20
Psychological stress can cause decreases in well-being, increases in disease, and faster cellular death. Because the workplace is one prominent source of stress, it is both practically and theoreti...
5 CitationsSource
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