Research Article

Darwinism, behavioral genetics, and organizational behavior: a review and agenda for future research

  1. Remus Ilies1,*,
  2. Richard D. Arvey2,
  3. Thomas J. Bouchard Jr.3

Article first published online: 11 FEB 2006

DOI: 10.1002/job.351

Issue

Journal of Organizational Behavior

Journal of Organizational Behavior

Special Issue: Darwinian Perspectives on Behavior in Organizations

Volume 27, Issue 2, pages 121–141, March 2006

Additional Information

How to Cite

Ilies, R., Arvey, R. D. and Bouchard, T. J. (2006), Darwinism, behavioral genetics, and organizational behavior: a review and agenda for future research. J. Organiz. Behav., 27: 121–141. doi: 10.1002/job.351

Author Information

  1. 1

    Eli Broad Graduate School of Management, Michigan State University, U.S.A.

  2. 2

    Carlson School of Management, University of Minnesota, U.S.A.

  3. 3

    Department of Psychology, University of Minnesota, U.S.A.

*The Eli Broad Graduate School of Management, Michigan State University, N475, North Business Complex, East Lansing, MI 48824-1112.

Publication History

  1. Issue published online: 11 FEB 2006
  2. Article first published online: 11 FEB 2006
  3. Manuscript Accepted: 22 FEB 2005

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Abstract

In this article, a case is made for the importance of evolutionary processes and behavioral genetics for organizational behavior. First, we present scientific arguments connecting evolutionary biology and psychology, Darwinian theories, behavioral genetics, and individual differences. Second, we provide a review of behavioral genetics research on constructs relevant to organizational behavior, such as cognitive ability, personality, work attitudes, and leadership. Third, we discuss mechanisms explaining genetic influences on organizational outcomes such as attitudes and leadership. Finally, current issues in behavioral genetics research in general and their implications for organizational behavior are discussed. We also discuss issues specific to conducting research on genetic effects influencing constructs from the organizational realm, and offer suggestions for future research. Copyright © 2006 John Wiley & Sons, Ltd.

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