Branding/Logomark minus Citation Combined Shape Icon/Bookmark-empty Icon/Copy Icon/Collection Icon/Close Copy 7 no author result Created with Sketch. Icon/Back Created with Sketch. Match!
Jeffrey Pfeffer
Stanford University
236Publications
82H-index
53.5kCitations
Publications 236
Newest
Published on Mar 18, 2019
Jeffrey Pfeffer82
Estimated H-index: 82
(Stanford University)
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...
Source Cite
Published on Sep 1, 2018
Tomi Laamanen14
Estimated H-index: 14
(HSG: University of St. Gallen),
Jeffrey Pfeffer82
Estimated H-index: 82
(Stanford University)
+ 1 AuthorsAndrew H. Van de Ven54
Estimated H-index: 54
(UMN: University of Minnesota)
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...
1 Citations Source Cite
Published on Aug 1, 2018
Jieun Pai , Sanford E. DeVoe15
Estimated H-index: 15
,
Jeffrey Pfeffer82
Estimated H-index: 82
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...
Source Cite
Published on Feb 12, 2018in Journal of Business Ethics 2.92
Arthur S. Jago1
Estimated H-index: 1
(Stanford University),
Jeffrey Pfeffer82
Estimated H-index: 82
(Stanford University)
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...
Source Cite
Published on Jan 4, 2018
Jeffrey Pfeffer82
Estimated H-index: 82
(Stanford University)
2 Citations Source Cite
Published on Feb 27, 2017
Jeffrey Pfeffer82
Estimated H-index: 82
(Stanford University),
Dana R. Carney20
Estimated H-index: 20
(University of California, Berkeley)
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 theoretically useful to comprehensively understand which workplace practices may be stress inducing. In two experiments, we found that people nudged to be in an “economic mind-set” (who thought of time in terms of money while working on a realistic “at work” task) self-reported higher levels of psychological s...
3 Citations Source Cite
Published on Feb 1, 2017in Management Science 3.54
David J. Hardisty10
Estimated H-index: 10
(UBC: University of British Columbia),
Jeffrey Pfeffer82
Estimated H-index: 82
(Stanford University)
Three studies explored the effects of uncertainty on people’s time preferences for financial gains and losses. In general, individuals seek to avoid uncertainty in situations of intertemporal choice. While holding the expected value of payouts constant, participants preferred immediate gains and losses if the future was uncertain, and preferred future gains and losses if the present was uncertain. This pattern of preferences is incompatible with current models of intertemporal choice, in which p...
2 Citations Source Cite
Published on Jun 1, 2016in Journal of Management Studies 5.33
Jeffrey Pfeffer82
Estimated H-index: 82
(Stanford University)
13 Citations Source Cite
12345678910