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Nudging in organizations: How to avoid behavioral interventions being just a façade

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  • Houdek, Petr

Abstract

The utilization of nudging—behavioral interventions aimed at influencing the actions of employees or clients—has gained traction in organizations due to its perceived universal efficacy and cost-effectiveness. However, this paper presents a critical view, arguing that the success of a nudge is significantly influenced by a specific context, challenging the notion of it being a universal solution for organizational behavior modification. This paper highlights three primary concerns: the absence of a comprehensive behavioral change framework; an overemphasis on immediate effects and ad hoc successes at the expense of changing deep-seated motivations, decision-making capabilities, or organizational processes; and a tendency among managers to rely on anecdotal beliefs rather than robust evidence. The paper offers a framework for understanding these challenges and proposes organizational policies (training of managers and continuous organizational experimentation) to implement effective nudging strategies. This framework’s validity is supported by evidence from semi-structured interviews and focus group with industry professionals.

Suggested Citation

  • Houdek, Petr, 2024. "Nudging in organizations: How to avoid behavioral interventions being just a façade," Journal of Business Research, Elsevier, vol. 182(C).
    • Handle: RePEc:eee:jbrese:v:182:y:2024:i:c:s0148296324002856
    DOI: 10.1016/j.jbusres.2024.114781
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