The concept of secrecy calls to mind a dyadic interaction: one person hiding a secret from another during a conversation or social interaction. The current work, however, demonstrates that this aspect of secrecy is rather rare. Taking a broader view of secrecy as the intent to conceal information, which only sometimes necessitates concealment, yields a new psychology of secrecy. Ten studies demonstrate the secrets people have, what it is like to have a secret, and what about secrecy is related to lower well-being. We demonstrate that people catch themselves spontaneously thinking about their secrets-they mind-wander to them-far more frequently than they encounter social situations that require active concealment of those secrets. Moreover, independent of concealment frequency, the frequency of mind-wandering to secrets predicts lower well-being (whereas the converse was not the case). We explore the diversity of secrets people have and the harmful effects of spontaneously thinking about those secrets in both recall tasks and in longitudinal designs, analyzing more than 13,000 secrets across our participant samples, with outcomes for relationship satisfaction, authenticity, well-being, and physical health. These results demonstrate that secrecy can be studied by having people think about their secrets, and have implications for designing interventions to help people cope with secrecy. (PsycINFO Database Record

Despite the increasing significance of corporate ethics, few studies have explored the intermediate mechanisms that explain the relationship between corporate ethics and firm financial performance. Drawing on institutional theory and strategic human resource management literature, the authors hypothesize that the internal collective processes based on employees’ collective organizational commitment and organizational citizenship behavior (OCB) mediate the ethics–performance relationship at the organizational level. The authors’ hypotheses are tested using data collected from 3,821 employees from 130 Korean companies and the respective companies’ financial performance data. The results indicate that collective organizational commitment and interpersonal OCB are meaningful intervening processes that connect corporate ethics to firm financial performance. To complement prior studies that identify a firm’s reputation and external relations as mediators between corporate ethics and performance, the present study highlights the need to examine microprocesses occurring within the organization to account for the ethics–firm performance relationship. Moreover, the present demonstration of collective organizational commitment and OCB as meaningful predictors of a firm’s objective performance indicates the significance of these employee processes in explaining organizational-level outcomes.

Focusing on "what people want in their group" as a critical antecedent of intragroup conflict, the present study theorizes and empirically investigates the relationships among the psychological needs of group members, intragroup conflict, and group performance. It attends to the within-group average and dispersion of members' psychological needs and examines the effects stemming from group composition of needs on multiple types of conflict. The analyses based on multisource data from 145 organizational teams revealed significant relationships between the groups' composition with respect to the members' need for achievement and task conflict, need for affiliation and relationship conflict, and need for power and status conflict. Some of these relationships were moderated by open communication among members. The analyses also demonstrated that when the 3 types of conflict were considered together, task conflict was a positive predictor of group performance, whereas relationship conflict was a negative predictor. The findings highlight the motivational aspects of intragroup conflict, revealing the multilevel dynamics of the psychological needs in social settings.

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