Bård Kuvaas is a professor of Organizational Psychology at BI Norwegian School of Management in Oslo. . His research interests include behavioral decision making (e.g., mood and framing, cognitive styles and decision making), organizational behavior (e.g. intrinsic motivation, social exchange theory, intragroup conflict), and micro HRM (e.g., the relationship between HR-practices/HR-systems and HR-outcomes, e.g., performance appraisal, training, pay and compensation, supportive HR-practices, and perceived investment in employee development).
Kuvaas' work has been accepted for publication in journals such as Organizational Behavior and Human Decision Processes, Journal of Behavioral Decision Making, Journal of Organizational Behavior, Journal of Management Studies, Journal of Vocational Behavior, Human Resource Management, European Journal of Work and Organizational Psychology, Employee Relations and Human Resource Management Journal.
He is appointed as the Norwegian Ambassador of the HR Division and will form August 2017 serve as a member of the Executive Committee for the HR Divisionat at the Academy of Management. He is a member of the review boards of Journal of Organizational Behavior, European Journal of Work and Organizational Psychology, and Human Resource Management Review. In 2016 he received the BI Norwegian Business School research award for outstanding research, an award that is handed out every three year.
Kuvaas is currently an Associate Dean for the Doctoral Program at BI Norwegian School of Management and is responsible for the program in Leadership and Organization. He teaches doctoral programs, executive programs in Norway and in Shanghai/China, and master of science programs. He is involved in several research collaboration projects with Norwegian organizations and is frequently hired to hold invited talks for practitioners on HRM issues.
Research areas
Human Resource Management (e.g., pay systems, performance apprasial, training, HR-systems).
Organizational Behavior (e.g., motivation, social exchange, performance).
Behavioral Decision Making (e.g. framing and mood)
Teaching areas Human Resource Management.
Organizational Behavior.
Purpose In this paper, the authors aim to present a novel methodological tool – necessary condition analysis (NCA) to aid managerial psychology researchers in properly testing necessity statements. Design/methodology/approach The authors employ NCA to analyze whether three basic psychological needs for autonomy, competence and relatedness are necessary for work engagement. Findings The authors illustrate the value and application of NCA by revealing that basic psychological needs for autonomy, competence and relatedness are necessary for work engagement, as proposed by self-determination theory (SDT). Originality/value The authors illustrate the importance of the sufficiency-necessity distinction and the relevance of a necessity logic in managerial psychology. They also discuss NCA's methodological implications for managerial psychology research, theory and practice.
The competing influence of psychological job control on family-to-work conflict
Journal of Occupational and Organizational Psychology, 96(2), s. 351- 377. Doi: 10.1111/joop.12426
Psychological job control has typically been negatively related to work-to-family and family-to-work conflict. Based on the job demand-resource model and boundary theory, we argue that psychological job control may indirectly be positively related to family-to-work conflict by both increasing supplemental work, that is, the rate of engagement in work outside of formal working hours without receiving compensation aided by mobile technology, and work-to-family conflict. We hypothesize that this proposed positive indirect relationship will be lower among employees who perceive a high segmentation norm at their workplace. Based on a two-wave study of 4518 employees, we obtained support for a serial moderated mediation model that suggests a dual effect of psychological job control on family-to-work conflict, such that psychological job control was positively associated with family-to-work conflict through supplemental work and work-to-family conflict at low levels of segmentation norms. By examining the dual effects of psychological job control, this study aims to further understand the mechanisms involved in determining whether and when psychological job control, together with supplemental work, encourages employees to uphold or cross boundaries between work and nonwork domains. Our findings imply that psychological job control can both be a resource and a demand depending on the levels of segmentation norms.
Ding, Haien & Kuvaas, Bård (2022)
Illegitimate tasks: A systematic literature review and agenda for future research
Although expecting to undertake core tasks affirming their professional identity, employees often have to deal with tasks they perceive as unnecessary or unreasonable. The concept of illegitimate tasks captures this phenomenon and has attracted growing attention since its first appearance. Illegitimate tasks have been found to explain unique variance in well-being and strain. Given a burgeoning body of literature, a systematic narrative review of illegitimate tasks is warranted. This review summarises research regarding illegitimate tasks’ antecedents (leadership, workplace characteristics, individual characteristics, and job characteristics) and outcomes (emotions, work attitudes and cognition, work behaviour, health and well-being, and interpersonal relationships). In addition, we review work done to date regarding the moderators and mediators of these relationships. Finally, we offer future directions for research.
Kuvaas, Bård & Dysvik, Anders (2020)
Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM
Fagbokforlaget.
Andersen, Ingvild; Buch, Robert & Kuvaas, Bård (2020)
A Literature Review of Social and Economic Leader-Member Exchange
Leader–member exchange (LMX) research has increasingly relied upon the social exchange theory (SET) as a theoretical foundation, but the dominating way of measuring LMX has not followed this theoretical development (Gottfredson et al., 2020). With the aim of developing a measure that more coherently reflects SET, Kuvaas et al. (2012) conceptualized LMX as two qualitatively different relationships, labeled economic LMX and social LMX. Since the most applied LMX measures are under scrutiny for not being sufficiently grounded in theory (Gottfredson et al., 2020), it may be especially important to expose alternative measures. Therefore, we provide a comprehensive review of the research to date applying a two-dimensional approach to LMX, while also adding to interpretation and suggestions for how we can progress the field even further.
Kuvaas, Bård; Buch, Robert & Dysvik, Anders (2020)
Individual Pay for Performance, Controlling Effects, and Intrinsic Motivation
A core question in research on compensation and motivation is whether individual variable pay for performance (IVPFP) can undermine intrinsic motivation in the workplace. We investigated the mediating role of a controlling efect on the relationship between the amount of IVPFP received and intrinsic motivation. In a three-wave study of 304 employees from eight European countries, we found that a controlling efect mediated the negative association between IVPFP and intrinsic motivation. These fndings support the proposition from self-determination theory that fnancial rewards can have a controlling efect that decreases intrinsic motivation. Theoretical and practical implications for compensation and motivation in the workplace are discussed.
Kuvaas, Bård & Buch, Robert (2020)
Leader self-efficacy and role ambiguity and follower leader-member exchange
In this study, we explored the additive, interactive, and nonlinear relationships among human resource management (HRM) systems, employee well‐being, and firm performance. Based on a sample of 14,384 employees nested within 1,347 firms, we obtained three main findings. First, HRM systems yield a performance effect that exceeds the effect of single practice, suggesting positive synergies among HRM practices. Second, the opportunity bundle has a positive impact on firm performance, but when integrating it with skills and motivation bundles, the result becomes negative, indicating dis‐synergy of interactions among HRM bundles. Third, at moderate levels of adoption, HRM practices are positively correlated with employee well‐being and higher levels of commitment, job satisfaction, and management relations, as well as lower levels of anxiety. However, at high levels, the relationship is less positive and even turns negative with lower levels of job satisfaction and management relations. To close, we present research implications and future directions after discussing our results.
Kuvaas, Bård (2019)
Individuell prestasjonsbasert belønning, motivasjon og prestasjoner
Magma - Tidsskrift for økonomi og ledelse, 22(2), s. 40- 45.
Det er i forskningsmessig sammenheng ikke mulig å si noe generelt og samtidig riktig om sammenhengen mellom belønninger og prestasjoner. Både teoretisk og empirisk er egenskaper ved ulike belønningsformer og arbeidsoppgavenes egenart helt avgjørende. I tillegg vil kontekstuelle forhold som ledelse og kultur spille en viktig rolle. Et spesielt viktig skille når det gjelder belønningsformer, er om de belønner individuelle eller kollektive prestasjoner eller resultater. Kollektive belønningsformer har vanligvis til hensikt å motivere til andre typer atferd og holdninger enn det individuelle belønningsformer har. Jeg vil derfor i denne artikkelen avgrense meg til individuell prestasjonsbasert belønning, og starter med å skille mellom tre ulike former som varierer med hensyn til teoretisk forventet incentiveffekt. I den sammenhengen vil jeg også belyse hovedantagelser i ulike teorier om hvordan ulike grader av incentiveffekt kan påvirke motivasjon og derigjennom prestasjoner eller resultater. Deretter vil jeg analysere ulike metaanalyser og forklare funnene i disse opp mot ulike teorier, og vise hvorfor konklusjonene til Bragelien (2018) i en tidligere artikkel i Magma bør nyanseres og revurderes.
Buch, Robert; Kuvaas, Bård & Sørlie, Henrik (2019)
Om motivasjon i den militære kontekst
Johansen, Rino Bandlitz; Fosse, Thomas Hol & Boe, Ole (red.). Militær ledelse
Buch, Robert; Kuvaas, Bård & Dysvik, Anders (2018)
The role of other orientation in reactions to social and economic leader-member exchange relationships
In this study, we investigate, through two study samples, whether relationships between social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) relationships and outcomes differ depending on the followers' level of other orientation or the extent to which they are concerned for the welfare of others. We propose that followers with higher other orientation would respond less negatively to higher levels of ELMX and more positively to higher levels of SLMX because they are less likely to engage in behaviors based on rational and self‐interested calculations. In Study 1 (N = 200), we found that higher other orientation mitigated ELMX's negative relations with affective commitment and turnover intention. In Study 2 (N = 4,518), we both replicated the findings from Study 1 and also found that higher other orientation mitigated ELMX's negative relations with work effort. We also uncovered a weaker positive relationship between SLMX and organizational citizenship behavior for followers with higher other orientation.
Kuvaas, Bård (2018)
The relative efficiency of extrinsic and intrinsic motivation
Sasson, Amir (red.). At the Forefront, Looking Ahead: Research-Based Answers to Contemporary Uncertainties of Management
In this chapter, I review research on the consequences of extrinsic and intrinsic motivation, and conclude that intrinsic motivation is a far more efficient type of motivation than is extrinsic motivation. I also review research on the Job Characteristics Theory (JCT) and Self-Determination Theory (SDT) to pinpoint the most important antecedents to intrinsic motivation, and to show that highly performance-contingent pay can have a detrimental effect on intrinsic motivation, also outside the laboratory.
Wong, Sut I & Kuvaas, Bård (2018)
The Empowerment Expectation–Perception Gap: An Examination of Three Alternative Models
Previous empowerment research has focused on subordinate perceptions of empowering leadership and its outcomes. Met‐expectations theory suggests that subordinate expectations of leader behaviours are essential in forming their a posteriori evaluations. To address the lack of investigation of individual expectations in the empowerment literature, in this study, we explore how subordinates' empowerment expectations and perceptions combine to influence their job satisfaction and psychological empowerment based on three alternative, theoretically derived met‐expectation models, namely, the disconfirmation model, the ideal‐point model, and the experiences‐only model. The results of a 2‐stage study of 114 respondents indicate that employees are more satisfied with their work when perceived empowerment exceeds expectations. However, both empowerment perceptions and expectations positively contribute to higher psychological empowerment. We then discuss implications and directions for future research.
Nerstad, Christina G. L.; Dysvik, Anders, Kuvaas, Bård & Buch, Robert (2018)
Negative and Positive Synergies: On Employee Development Practices, Motivational Climate, and Employee Outcomes
While previous studies have increased our knowledge of how employees’ perceptions of devel-opment practices influence employee outcomes, the role of potential contingencies in this rela-tionship remains relatively unexplored. In the present study, we set out to contribute to thisresearch by exploring whether congruence or lack of congruence between perceived employeedevelopment practices and the perceived motivational climate at work influence employee per-formance and turnover intention. A field study among 169 employees from a Norwegian finan-cial organization revealed that lack of congruence may be detrimental in terms of workperformance and turnover intention. Implications for practice and future research arediscussed.
Kuvaas, Bård & Dysvik, Anders (2017)
Norway - Comparing internally consistent HRM at the Airport Express Train (AET), Oslo, Norway and Southwest Airlines (SA), Dallas USA
Christiansen, Liza C.; Biron, Michal, Farndale, Elaine & Kuvaas, Bård (red.). The global human resource management casebook
In the present study, we investigated whether perceiving goals as invariable mediated the link between leader‐member exchange (LMX) relationships and role overload, turnover intention, and work performance. Perceiving goals as invariable refers to the extent to which followers believe that the goals in a performance management system represent the absolute standards that they must meet without exception, even if they think other factors are more important (e.g., situational factors or factors that are not associated with goals). In Study 1, perceiving goals as invariable mediated the relationships between LMX and role overload and turnover intention, such that a high‐quality LMX relationship was negatively associated with perceiving goals as invariable, which in turn was positively related to both role overload and turnover intention. In Study 2, social LMX was negatively associated and economic LMX was positively associated with perceiving goals as invariable, which in turn was negatively related to work performance. Furthermore, perceiving goals as invariable mediated the relationship between social LMX relationships and work performance. Theoretical and practical implications and directions for future research are discussed
Hjertø, Kjell B. & Kuvaas, Bård (2017)
Burning hearts in conflict: New perspectives on the intragroup conflict and team effectiveness relationship
Purpose: The purpose of this study is to investigate the relationships between three conflict types, cognitive task conflict, emotional relationship conflict and emotional task conflict, and team effectiveness (team performance and team job satisfaction). Design/methodology/approach: The authors conducted a group-level ordinary least square regression analysis of 61 working teams to investigate the study variables, and possible interaction effects among them. In an auxiliary analysis (36 teams), they analyzed the role of mood dimensions (hedonic valence and general conflict activation) as mediators to the relationship between cognitive task conflict and team effectiveness. Findings: Cognitive task conflict was negatively related to team performance, emotional relationship conflict was negatively related to team job satisfaction and emotional task conflict was positively related to team performance, all controlled for the effect of each other. The relationship between cognitive task conflict and team job satisfaction was negatively moderated by team size. Mood valence mediated the relationship between cognitive task conflict and team performance, and between cognitive task conflict and team job satisfaction. Research limitations/implications: Several possible research lines emanate from the current field study. First of all, the authors suggest that emotional task conflict may be of particular interest, as this is hypothesized and found to be incrementally positively related to team performance. Second, their auxiliary study of the mediating effect of mood valence on the relationship between cognitive task conflict and performance may spur curiosity concerning the role of mood as a mediator of the relationship between task or cognitive conflicts and team effectiveness. Practical implications: The practitioner should be advised to try to facilitate the distribution of intragroup conflict in their teams in the direction of an increased level of emotional task conflict (positive for performance) at the expense of cognitive task conflict (negative for performance) and emotional relationship conflict (negative for satisfaction). The practitioner should allow intragroup conflicts to be highly activated (intense), as long as the interactions are strictly directed to the task in hand, and not being personal. Originality/value: The three conflict types in this three-dimensional intragroup conflict model (3IC) have never been tested before, and the findings open for a conflict type – emotional task conflict – that may generally be conducive for the teams’ performance, evaluated by the teams’ supervisors. This is a conflict type where people simultaneously are emotional and yet task oriented. To the authors’ knowledge, this is a novelty, and they hope that it may encourage further research on this conflict type.
Thompson, Geir; Buch, Robert & Kuvaas, Bård (2017)
Political skill, participation in decision-making and organizational commitment
Purpose Research has demonstrated that political skill is associated with leadership effectiveness. However, the field still lacks understanding of how political skill makes leaders more effective. The purpose of this paper is to contribute to the political skill literature by investigating a specific mechanism through which political skill may relate to follower commitment. Design/methodology/approach The study population was drawn from 148 supervisors and 988 subordinates from top, middle and operational levels in the business organizations. Findings Structural equation model analysis showed that political skill was positively related to Participation in decision making (PDM) and PDM was positively related to organizational commitment (OC). Furthermore, political skill indirectly predicted OC via PDM. In addition, the direct relationship between political skill and OC was not significant, suggesting “full” mediation. Finally, politically skilled leaders’ desire to encourage followers to participate in decision making was amplified by their ability to build strong, beneficial alliances and coalitions, resulting in increased social capital and even greater influence. Practical implications Involving subordinates in decision processes is likely to inspire trust and confidence, promote credibility, help develop a favorable relationship with the leader and enhance pride of participation in the organization. Originality/value The findings in the present study are of great importance for future research on political skill. It may change the approach for testing the validity of the theory by focusing on influence tactics. This approach will, in the authors’ view, constitute the future research avenue for research on political skill.
Kuvaas, Bård; Buch, Robert & Dysvik, Anders (2017)
Constructive Supervisor Feedback is Not Sufficient: Immediacy and Frequency is Essential
Klarsfeld, Alain; Ng, Eddy S., Booysen, Lize A. E., Christiansen, Liza C. & Kuvaas, Bård (2016)
International and comparative perspectives on diversity management: an overview
Klarsfeld, Alain; Booysen, Lize A. E., Ng, Eddy S., Christiansen, Liza C. & Kuvaas, Bård (red.). Research Handbook of International and Comparative Perspectives on Diversity Management
Klarsfeld, Alain; Booysen, Lize A. E., Ng, Eddy S., Christiansen, Liza C. & Kuvaas, Bård (2016)
Research Handbook of International and Comparative Perspectives on Diversity Management
Edward Elgar Publishing.
Kuvaas, Bård & Dysvik, Anders (2016)
Prestasjonsledelse og motivasjon
Buch, Robert; Dysvik, Anders & Kuvaas, Bård (red.). Produktiv motivasjon i arbeidslivet
Dysvik, Anders & Kuvaas, Bård (2016)
Og så, da? Konsekvenser av ulike typer motivasjon
Buch, Robert; Dysvik, Anders & Kuvaas, Bård (red.). Produktiv motivasjon i arbeidslivet
Buch, Robert; Dysvik, Anders & Kuvaas, Bård (2016)
Produktiv motivasjon i arbeidslivet
Cappelen Damm Akademisk.
Kuvaas, Bård; Buch, Robert, Gagne, Marylene, Dysvik, Anders & Forest, Jacques (2016)
Do you get what you pay for? Sales incentives and implications for motivation and changes in turnover intention and work effort
Drawing upon achievement goal theory (AGT) and self-determination theory (SDT), a longitudinal study was conducted among 248 military cadets across a two-year time span. The results showed that mastery orientation at Time 1 was positively associated with intrinsic motivation at Time 2 after controlling for intrinsic motivation at Time 1. Furthermore, intrinsic motivation assessed at Time 2 was positively associated with maximal oxygen uptake (VO2 max) at Time 3 after controlling for VO2 max at Time 2. This suggests that military cadets who strive to improve their personal performance (i.e., mastery-oriented individuals) are more likely to exhibit an increase in their level of VO2 max and that this increase can be attributed to increased intrinsic motivation.
Buch, Robert & Kuvaas, Bård (2016)
Economic and social leader–member exchange, and creativity at work
Škerlavaj, Miha; Černe, Matej, Dysvik, Anders & Carlsen, Arne (red.). Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations
Buch, Robert; Martinsen, Øyvind L. & Kuvaas, Bård (2015)
The Destructiveness of Laissez-Faire Leadership Behavior: The Mediating Role of Economic Leader-Member Exchange Relationships
Journal of Leadership and Organizational Studies, 22(1), s. 115- 124. Doi: 10.1177/1548051813515302
He, Wei; Li-Rong, Long & Kuvaas, Bård (2015)
Workgroup Salary Dispersion and Turnover Intention in China: A Contingent Examination of Individual Differences and the Dual Deprivation Path Explanation
Human Resource Management, 55(2), s. 301- 320. Doi: 10.1002/hrm.21674
Dysvik, Anders; Buch, Robert & Kuvaas, Bård (2015)
Knowledge donating and knowledge collecting: The moderating roles of social and economic LMX
This study investigated whether the relationship between temporary employees' perceived investment in employee development and work outcomes was moderated by temporary employees' perceived investment in standard employee development (PISED). A study among 2022 Norwegian temporary employees showed that the relationship between perceived investment in temporary employee development and in-role and contextual performance was moderated by the temporary employees' PISED. These results suggest that client organizations that invest more in standard employee development will get the most of their investments in temporary employee development. Implications for practice and future research are discussed.
Dysvik, Anders & Kuvaas, Bård (2012)
Perceived supervisor support climate, perceived investment in employee development climate, and business unit performance
Human Resource Management, 51(5), s. 651- 664. Doi: 10.1002/hrm.21494
Kuvaas, Bård; Buch, Robert, Dysvik, Anders & Hærem, Thorvald (2012)
Economic and social leader-member exchange relationships and follower performance
Originality/value - The results of the study challenge common use of emotional and relationship/person conflicts as interchangeable conflict types, and cognitive and task conflict as interchangeable conflict types. Accordingly, the study suggests new ways to understand conflicts in groups.
Dysvik, Anders & Kuvaas, Bård (2008)
The relationship between perceived training opportunities, work motivation and employee outcomes
International Journal of Training and Development, 12(3), s. 138- 159.
Kuvaas, Bård (2008)
HR-strategi og internt konsistent HR
B. Kuvaas (ed.), Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM
Kuvaas, Bård (2008)
Medarbeidersamtaler
B. Kuvaas (ed.), Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM
Kuvaas, Bård (2008)
HR-målinger
B. Kuvaas (ed.), Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM
Kuvaas, Bård (2008)
Prestasjonsbasert belønning og motivasjon
B. Kuvaas (ed.), Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM
Kuvaas, Bård (2008)
Innledning
B. Kuvaas (ed.), Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM
Kuvaas, Bård (2008)
Hvorfor prestasjonsbasert belønning ofte skaper flere problemer enn det løser
Praktisk økonomi & finans, s. 9- 19.
Kuvaas, Bård (2008)
An exploration of how the employee-organization relationship affects the linkage between perception of developmental human resource practices and employee outcomes
This article evaluates the effects of two types of rewards (performance-contingent versus engagement-contingent) on self-regulation, intrinsic motivation and creativity. Forty-two undergraduate students were randomly assigned to three conditions; i.e. a performance-contingent reward group, an engagement-contingent reward group and a control group. Results provide little support for the negative effects of performance rewards on motivational components. However, they do indicate that participants in the engagement-contingent reward group and the control group achieved higher rated creativity than participants in the performance-contingent reward group. Alternative explanations for this finding are discussed.
Kuvaas, Bård (2007)
Different relationships between perceptions of developmental performance appraisal and work performance
Personnel Review, 36(3), s. 378- 397.
Kuvaas, Bård (2006)
Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation
International Journal of Human Resource Management, 17(3), s. 504- 522.
The purpose of this study was to explore alternative relationships between performance appraisal satisfaction and employee outcomes in the form of self-reported work performance, affective organizational commitment and turnover intention. A cross-sectional survey of 593 employees from 64 Norwegian savings banks showed that performance appraisal satisfaction was directly related to affective commitment and turnover intention. The relationship between performance appraisal satisfaction and work performance, however, was both mediated and moderated by employees' intrinsic work motivation. The form of the moderation revealed a negative relationship for employees with low intrinsic motivation and a positive relationship for those with high intrinsic motivation. Implications for practice and directions for future research are discussed.
Kuvaas, Bård (2006)
Work performance, affective commitment, and work motivation: the roles of pay administration and pay level
Journal of Organizational Behavior, 27
The purpose of this study was to investigate employee attitudes and behaviors among knowledge workers under different forms of pay administration and pay levels. To examine these issues, I collected data from two business units in a large Norwegian multinational company with pay plans combining individual and collective performance and behaviors as the foundations for individual bonuses; one with two collective components (profit and behavior of the unit and the organization) and one with an individual component in addition to the two collective components. After controlling for organizational tenure, education, gender, perceived unit support, perceptions of distributive and procedural justice, and type of pay plan, the key findings are that base pay level, but not bonus level, was positively related to both self-reported work performance and affective unit commitment, and that these relationships were partly mediated by intrinsic motivation. Furthermore, moderation analyses revealed that the relationships between bonus level and the outcome variables were not affected by type of pay plan. Implications and directions for future research on pay in knowledge intensive organizations are discussed. Copyright (c) 2006 John Wiley & Sons, Ltd.
The influence of decision heuristics and overconfidence on multiattribute choice: A process-tracing study
European Journal of Cognitive Psychology, 18(3), s. 437- 453.
In the present study it was shown that decision heuristics and confidence judgements play important roles in the building of preferences. Based on a dual-process account of thinking, the study compared people who did well versus poorly on a series of decision heuristics and overconfidence judgement tasks. The two groups were found to differ with regard to their information search behaviour in introduced multiattribute choice tasks. High performers on the judgemental tasks were less influenced in their decision processes by numerical information format (probabilities vs. frequencies) compared to low performers. They also looked at more attributes and spent more time on the multiattribute choice tasks. The results reveal that performance on decision heuristics and overconfidence tasks has a bearing both on heuristic and analytic processes in multiattribute decision making.
Kuvaas, Bård (2005)
Belønning og motivasjon: Ytre og indre motivasjon som kilder til innsats og kvalitet i arbeidslivet
Knudsen, Knud & Ryen, Anne (red.). Hvordan kan frynsegoder bli belønning?
Kuvaas, Bård (2005)
Når dårlige ledelsesteorier resulterer i dyr og dårlig ledelse
Magma - Tidsskrift for økonomi og ledelse, 8(3), s. 20- 33.
Individual and organizational antecedents to strategic-issueinterpretation
Scandinavian Journal of Management, 20(Vol. 20, no. 3), s. 245- 275.
Although considerable "face validity" attaches to the notion that managerial cognition has a powerful effect on issue interpretation, related research has suggested that the role of individual-level characteristics has little significance. In the studyreported below, however, we found that managerialcognitive complexity has an independent impact on data search but not, as prior research has indicated, on the interpretation of threats and opportunities, where factors such as organizational scanning and organization size have a more important predictive role. Taken together these findings suggest that the psychological context arising from organizational factors, and homogeneity of managers? cognitive representations ofenvironmental threats and opportunities, exert a greater influence on the interpretation of threats and opportunities than do individual managerial characteristics.
Kuvaas, Bård; Kuvaas, Bård & Selart, Marcus (2004)
Effects of attribute framing on cognitive processing and evaluation
Organizational Behavior and Human Decision Processes, 95(2), s. 198- 207.
Whereas there is extensive documentation that attribute framing influences the content of people?s thought, we generally know less about how it affects the processes assumed to precede those thoughts. While existing explanations for attribute framing effects rely completely on valence-based associative processing, the results obtained in the present study are also consistent with the notion that negative framing stimulates more effortful and thorough information processing than positive framing. Specifically, results from a simulated business decision-making experiment showed that decision makers receiving negatively framed information had significantly better recall than those receiving positively framed information. Furthermore, decision makers in the negative framing condition were less confident than decision makers in the positively framed condition. Finally, compared to a no-framing condition, decision makers receiving positive framing deviated significantly more in evaluation than decisionmakers receiving negative framing did.