Dynamic interpersonal processes are the core foundation of many phenomena of interest to organizational psychology and organizational behavior scholars. This article views the organization as a system of social interaction. From this vantage point, I present a selective review of the current literature that supports a behavioral interaction perspective of interpersonal processes at work. I organize insights into phenomena such as (emergent) leadership, team processes, change management, coaching, selection, and negotiation according to the respective interaction constellation (i.e., dyadic, group, or across the organizational boundary). For each of these constellations, I highlight key empirical insights into behavioral interaction dynamics at the core of each interpersonal phenomenon. I discuss gaps and derive commonalities across different interaction constellations. To promote the consistent pursuit of a social interaction perspective and theory-method alignment, I derive a future research agenda including methodological recommendations for identifying meaningful patterns of social interaction at work.

Research on moral decision-making in organizations has expanded significantly over the past few decades. In this review, we build on prior comprehensive reviews on the topic to provide an updated view of the field, based on the latest findings. We first provide a brief historical overview of influential theories of moral decision-making and then describe the individual characteristics, interpersonal factors, and organizational factors that have been shown to influence people's morally relevant choices, as well as the cognitive, affective, and even physiological processes at play. We then provide a more critical view of the field and focus on what we do not know, suggesting several avenues for future research. Specifically, we call for more research that incorporates the temporal dynamics of moral decision-making in organizations and that better accounts for the nature of the real-world moral issues people face at work. We conclude with some practical implications.

In this manuscript we review research on the effectiveness of work-life balance (WLB) policies in improving employee and organizational outcomes. We find that while WLB policies are often implemented with good intentions, their effects are generally small or inconsistent. We identify eight barriers to policy inclusivity that we theorize are linked to reduced effectiveness—a narrow definition of family, focusing on work-family rather than work-nonwork balance, low policy awareness, the practical constraints of access, overlooking vulnerable workers, the nature of the job, supervisor attitudes and behaviors, and unsupportive organizational cultures—and make recommendations for addressing these barriers. We also highlight the importance of considering individual differences and cultural contexts when implementing WLB policies. We conclude by proposing future research directions, such as examining coworker support and the impact of national culture on policy effectiveness.

I explore how qualitative research has evolved in organizational research by examining developments in two major areas: how we do qualitative research and how we evaluate it. In particular, I track broad changes in case study, grounded theory, and ethnographic methods, as well as changes in various analytic practices or “moves” common across each as they relate to study design and data collection, coding and analysis, and writing and publishing. In reviewing where the field has been, I discuss areas where qualitative methods have been particularly strong and where there are opportunities for growth. I conclude by discussing the future of qualitative methods as they pertain to the global proliferation of qualitative research, the ongoing challenges to positivist science, and the emergence of artificial intelligence.

In this review, we attempt to make sense of the broad, complex, fascinating yet incomplete literatures that implicate interpersonal relationships in organizations by focusing on how relationships are treated and what relationships do for organizations and the people therein. We leverage the existing literature to push the study of interpersonal relationships in organizations in three ways. First, we conceptualize relationships in ways that are deeper than are typically studied, in terms of the nature of interpersonal bonds, the trajectory of relationships, and how relationships are measured. Second, we build on multilevel research that demonstrates how (top-down) organization-level processes and relational systems impact dyadic relationships and associated outcomes, and how (bottom-up) those same relationships implicate organizational processes and outcomes. Third, we describe the potential of viewing relationships not just as pipes for the direct transmission of knowledge and socioemotional support but as prisms for studying indirect processes of attention and interpretation.

Our desire to cultivate and sustain positive identities has a powerful influence on workplace diversity, equity, and inclusion (DEI) dynamics. While sometimes the quest for positive identities promotes celebration of diversity and uniqueness, in many other circumstances our inherent motivation to strive toward building more positive identities can have unintended consequences for DEI in organizations. In this review, we organize research on positive identities at work to better understand the experiences of the diverse set of individuals that compose our work organizations today. We invite a critical examination of how individuals with underrepresented and dominant identities deal with identity demands in diverse workplaces in both helpful and harmful ways. We conclude with directions for future research on interventions that mitigate identity threat and promote inclusion.

In this article, I reflect on my journey in the field of organizational behavior. It was an unplanned journey but one that has lasted more than 50 years and has been incredibly rewarding. I discuss some of the early decisions that were instrumental in my choosing this career and the people and experiences that shaped my research program. I also reflect on some of the changes in the field of organizational behavior that I've noticed over that past five decades and some of the opportunities for scholars to contribute in the years ahead to one of my research areas—the design of jobs. I conclude with a brief discussion of my journey's end.

In Western societies, most married working employees are now part of a dual-earner couple, meaning both people are engaged in the paid workforce to some extent. Such arrangements introduce benefits as well as challenges in managing two unique work roles and the shared family domain. In this review, we first summarize research about how dual-earner couples manage work and family, including the division of labor, decision-making processes, and specific behavioral strategies. Next, we discuss research on dual-earner couples’ well-being and quality of life, making explicit comparisons to single-earner couples where possible. We close our review with a discussion of research on the macroenvironment, including how cultural norms and state policies relate to dual-earner couples’ functioning. Lastly, we offer numerous recommendations for future researchers to explore the contexts and conditions that facilitate the blending of dual-earner couples’ work and family roles.

Reviewing 25 years of research, we observed that the science of feedback at work is not yet a story of coherent and cumulative progress. Feedback is often generically defined, and assumptions substantially diverge. Consequently, insights often appear disconnected from the way feedback is practiced and experienced in organizations. We organize the literature by making three core assumptions explicit and identifying six distinct substreams of feedback research. For each substream, we highlight insights and limitations and point to seeming contradictions and departures from the daily reality of managers and employees. We call on scholars to explicate assumptions and develop coherent paradigms that mirror the complex realities of feedback in organizational life. We end with five recommendations for building a cumulative science of feedback.

Here we review work examining reactions to machines replacing humans in both professional and personal domains. Using a mind-role fit perspective, we synthesize findings across several decades of research spanning multiple disciplines to suggest the types and trends for how people will respond to machines replacing humans. We propose that as intelligent machines have evolved to possess “minds,” their range of replacement and the scope of people's reactions to this replacement increase. Additionally, we suggest that people's reactions to machine replacement depend on the fit between the perceived mind of the machine and their ideal conception of the mind deemed suitable for that particular role. Our review organizes the literature on machine replacement into three distinct phases: the pre-2000s era, characterized by the perception of machines as mindless tools; the 2000s, which explored the extent to which machines are perceived as possessing minds; and the 2010s, marked by the proliferation of artificial intelligence and the emergence of reactions such as algorithm aversion and appreciation. This review suggests that our mind-role fit perspective is influenced by three key factors: how an individual in the machine interaction is involved in or affected by the introduction of intelligent machines, the characteristics of the machine itself, and the nature of the task the machine is intended to perform.