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Cooperation in Multicultural Negotiations: How the Cultures of People With Low and High Power Interact
Journal of Applied Psychology, Vol. 101(5)
Author(s): Shirli Kopelman, Ashley E. Hardin, Christopher G. Myers, Leigh Plunkett Tost

Abstract: This study examined whether the cultures of low- and high-power negotiators interact to influence cooperative behavior of low-power negotiators. Manag...

When the Bases of Social Hierarchy Collide: Power Without Status Drives Interpersonal Conflict
Organization Science, Vol. 27 (1)
Author(s): Eric M. Anicich, Nathanael J. Fast, Nir Halevy, Adam D. Galinsky

Abstract: Leveraging the social hierarchy literature, the present research offers a role-based account of the antecedents of interpersonal conflict. Specificall...

Status Decreases Dominance in the West but Increases Dominance in the East
Psychological Science, Vol. 27(2)
Author(s): Ko Kuwabara, Siyu Yu, Alice J. Lee, Adam D. Galinsky

Abstract: In the experiments reported here, we integrated work on hierarchy, culture, and the enforcement of group cooperation by examining patterns of punishme...

When does power disparity help or hurt group performance?
Journal of Applied Psychology, Vol 101(3)
Author(s): Murat Tarakci, Lindred L. Greer, Patrick J. F. Groenen

Abstract: Power differences are ubiquitous in social settings. However, the question of whether groups with higher or lower power disparity achieve better perfo...

When are Do-Gooders Treated Badly? Legitimate Power, Role Expectations, and Reactions to Moral Objection in Organizations
Journal of Applied Psychology, Vol. 101(6)
Author(s): Ned Wellman, David M. Mayer, Madeline Ong, D. Scott DeRue

Abstract: Organization members who engage in “moral objection” by taking a principled stand against ethically questionable activities help to prevent such a...

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