In a series of laboratory experiments, we tested the influence of strategically displaying positive, negative, and neutral emotions on negotiation outcomes. In Experiment 1, a face-to-face dispute simulation, negotiators who displayed positive emotion, in contrast to negative or neutral emotions, were more likely to incorporate a future business relationship in the negotiated contract. In Experiment …
Category Archives: 연구논문
Kopelman, S., & Rosette, A. S. (2008). Cultural variation in response to strategic emotions in negotiations. Group Decision and Negotiation, 17(1), 65-77.
This research examined how culture influences the effectiveness of the strategic displays of emotions in negotiations. We predicted that in cross-cultural negotiation settings, East Asian negotiators who highly regarded cultural values that are consistent with communicating respect as humility and deference would be more likely to accept an offer from an opposing party who displayed …
Simola, S. (2012). Exploring “embodied care” in relation to social sustainability. Journal of Business Ethics, 107(4), 473-484.
Although there has been a proliferation of interest in sustainable business practice, recent research has identified concerns with the relative neglect of the social versus environmental aspects of sustainability. It is argued here that due to its reliance on internally held, concrete and intrinsically motivated forms of responsiveness, as well as its ability to be …
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational behavior and human performance, 16(2), 250-279.
A model is proposed that specifies the conditions under which individuals will become internally motivated to perform effectively on their jobs. The model focuses on the interaction among three classes of variables: (a) the psychological states of employees that must be present for internally motivated work behavior to develop; (b) the characteristics of jobs that …
Grant, A. M. (2008). Employees without a cause: The motivational effects of prosocial impact in public service. International Public Management Journal, 11(1), 48-66.
Public service employees often lack opportunities to see the prosocial impact of their jobs—how their efforts make a difference in other people’s lives. Drawing on recent job design theory and research, I tested the hypothesis that the motivation of public service employees can be enhanced by connecting them to their prosocial impact. In a longitudinal …
Grant, A. M., & Hofmann, D. A. (2011). It’s not all about me: Motivating hand hygiene among health care professionals by focusing on patients. Psychological science, 22(12), 1494-1499.
Diseases often spread in hospitals because health care professionals fail to wash their hands. Research suggests that to increase health and safety behaviors, it is important to highlight the personal consequences for the actor. However, because people (and health care professionals in particular) tend to be overconfident about personal immunity, the most effective messages about …
Boss, R. W. (1983). Team building and the problem of regression: The personal management interview as an intervention. The Journal of applied behavioral science, 19(1), 67-83.
This article describes the characteristics of a Personal Management Interview (PMI) and reports the results of its implementation in 16 different organizational contexts. Based upon Group Behavior Inventory and personal interview data collected from 208 participants (135 experimental and 71 comparison group members), the results show that the implementation of regular PMls can prevent the …
Ybarra, O., et al. (2008). Mental exercising through simple socializing: Social interaction promotes general cognitive functioning.
Social interaction is a central feature of people’s life and engages a variety of cognitive resources. Thus, social interaction should facilitate general cognitive functioning. Previous studies suggest such a link, but they used special populations (e.g., elderly with cognitive impairment), measured social interaction indirectly (e.g., via marital status), and only assessed effects of extended interaction …
Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety.
Organizational learning is an important means for improving performance. Learning is a process, that is, often relational in the sense of relying on interactions between people to determine what needs improving and how to do it. This study addresses the question of how the quality of work relationships facilitates learning behaviours in organizations through the …
Stephens, J. P., Heaphy, E. D., Carmeli, A., Spreitzer, G. M., & Dutton, J. E. (2013). Relationship quality and virtuousness: Emotional carrying capacity as a source of individual and team resilience.
Virtuousness in organizations involves individuals and teams being resilient, or bouncing back from setbacks in ways that allow them to adapt and grow. In two studies, we focus on emotional carrying capacity (ECC), wherein relationship partners express more of their emotions, express both positive and negative emotions, and do so constructively, as a source of …