文档介绍：Organizational Behavior and Human Decision Processes 122 (2013) 232–243
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Organizational Behavior and Human Decision Processes
journal homepage: ate/obhdp
Cognitive control and socially desirable behavior: The role
of interpersonal impact
a, b c
Marko Pitesa ⇑, Stefan Thau , Madan M. Pillutla
a Department of People, Organizations and Society, Grenoble Ecole de Management, 12 Rue Pierre Sémard, 38000 Grenoble, France
anisational Behaviour Department, INSEAD, 1 Ayer Rajah Avenue, 138676 Singapore, Singapore
anisational Behaviour Subject Area, London Business School, Regent’s Park, London NW1 4SA, United Kingdom
article info abstract
Article history: The current research reconciles two contradicting sets of findings on the role of cognitive control in
Received 12 May 2012 socially desirable behaviors. One set of findings suggests that people are tempted by self-serving
Accepted 21 August 2013 impulses and have to rely on cognitive control overriding such impulses to act in socially desirable ways.
Another set of findings suggests people are guided by other-regarding impulses and cognitive control is
not necessary to motivate socially desirable behaviors. We theorize that the dominant impulse is to
Accepted by Xiao-Ping Chen
behave in a socially desirable manner when the interpersonal impact of an action is salient, and that
the dominant impulse is to behave in a self-serving manner when the interpersonal impact of an action
Keywords:
is not salient. Studies 1–3 found that impairing participants’ cognitive control led to less socially desirable
Socially desirable behavior
Cognitive control behavior when interpersonal impact was not salient, but more socially desirable behavior when interper-
Impulses sonal impact was salient. Study 4 demonstrates that behaving in a socially desirable manner causes cog-
Cheating nitive control impairment when interpersonal impact is not salient. But, when interpersona