This research tested the idea that the perception of the state of the macroeconomic environment impacts the psychology underlying an essential organizational function: The evaluation of employees’ work and the associated promotion and demotion decisions. We predicted that when the macroeconomic environment is perceived to be more (less) prosperous, people’s generalized sense of the extent to which individuals have control over outcomes increases (decreases), leading them to attribute more (less) responsibility for work outcomes to individuals rather than contextual influences. In Study 1, we tested this theory using data from 124,400 respondents surveyed across 57 countries and 19 years and data about objective indicators of their macroeconomic environments. We found that in more prosperous times, people reported a higher generalized sense of control and were less likely to believe that contextual influences, such as luck, matter for work success. In Studies 2 and 3, we manipulated the perception of the macroeconomic environment among employees working in organizations, and we found that those who perceived their economic environment to be more prosperous had a higher generalized sense of control and in turn attributed more responsibility for a work outcome to the individual performing the work, resulting in more extreme promotion and demotion decisions. The consideration of the macroeconomic context of organizational decision making bridges the macro–micro divide in organizational sciences to provide a novel explanation for individual psychology and behavior underlying fundamental organizational processes.

How can family firms unlock their innovation potential? Despite the recent growth in research on family business innovation, existing literature has yielded controversial findings. Family firms are recognized as more conservative and steadfast to their tradition, however many of the most innovative firms worldwide are family businesses. This points to an apparent willingness-ability paradox in family business innovation. Drawing on family business innovation and family systems literature, we argue that family characteristics are an important yet overlooked driver of this paradoxical tension. We develop the construct of family business innovation posture, and identify a typology of four ideal types: Seasoner, Re-enactor, Digger, and Adventurer. Furthermore, we explore and illustrate with empirical data the necessary fit between the family business innovation posture and family-related dimensions to resolve the willingness-ability paradox. The article examines the implications of the typology for family business innovation research by exploring the effects of intra-family succession, outlining important directions for future research aimed at advancing current understanding of the role of the family in family business innovation, and providing practical insights for family business owners, managers, and consultants.

Behavioral economics is a field of study that is often thought of as interdisciplinary, insofar as it uses psychological insights to inform economic models. Yet the level of conceptual and methodological exchange between the two disciplines is disputed in the literature. On the one hand, behavioral economic models are often presented as psychologically informed models of individual decision-making (Camerer & Loewenstein, 2003). On the other hand, these models have often been criticized for being merely more elaborated “as if” economic models (Berg & Gigerenzer, 2010). The aim of this paper is to contribute to this debate by looking at a central topic in behavioral economics: the case of social preferences. Have findings or research methods been exchanged between psychology and economics in this research area? Have scientists with different backgrounds “travelled” across domains, thus transferring their expertise from one discipline to another? By addressing these and related questions, this paper will assess the level of knowledge transfer between psychology and economics in the study of social preferences.