These papers are working drafts of research which often appear in final form in academic journals. The published versions may differ from the working versions provided here.
SSRN Research Paper Series
The Social Science Research Network’s Research Paper Series includes working papers produced by Stanford GSB the Rock Center.
You may search for authors and topics and download copies of the work there.
Schmooze or Lose: Social Friction and Lubrication in E-mail Negotiations
We explored how the process of e-mail negotiation differs from face-to-face negotiation and then tested hypotheses about how its liabilities can be minimized. In the first experiment, participants negotiated one-on-one, either face-to-face or via…
Social Inequality and the Reduction of Ideological Dissonance on Behalf of the System: Evidence of Enhanced System Justification Among the Disadvantaged
According to system justification theory, people are motivated to preserve the belief that existing social arrangements are fair, legitimate, and justifiable (Jost & Banaji, 1994). The strongest form of this hypothesis, which draws on the…
System Justification Theory as Compliment, Complement, and Corrective to Theories of Social Identification and Social Dominance
System justification theory seeks to understand how and why people provide cognitive and ideological support for the status quo and what the social and psychological consequences of supporting the status quo are, especially for members of…
Technologies of Status Negotiation: Status Dynamics in Email Discussion Groups
This chapter considers the social structuring processes that occur in groups that use computer medicated communication (CMC). We propose several mechanisms through which status is created, negotiated, and managed in such groups. This chapter…
Focusing the Corporate Product: Securities Analysts and De-Diversification
The de-diversification activity of publicy-held, American firms from 1985-1994 is examined. Prominatent accounts of such behavior depict firm as returning to traditional, largely efficiency-based, patterns of diversification. This paper…
Group-Based Dominance and Opposition to Equality as Independent Predictors of Self-Esteem, Ethnocentrism, and Social Policy: Attitudes Among African Americans and European Americans
Adopting a multidimensional approach to the measurement and conceptualization of “social dominance orientation” (Pratto, Sidanius, Stallworth, and Malle, 1994), we argue for the existence of two related ideological factors, one that measures…
How Emotions Work: An Analysis of the Social Functions of Emotional Expression in Negotiation
Behavioral research on negotation in recent years has been dominated by the decision making research paradigm, which accords a relatively narrow role to emotions. Decision making researchers have considered emotions primarily interms of how an…
Justice For All? Progress in Research on Cultural Variation in the Psychology of Distributive and Procedural Justice
We review progress in research attempting to model the influence of culture on judgments of justice. We review research on people’s reactions to resource allocation outcomes, the psychology of distributive justice, as well as on people’s…
Labor Market Flexibility Do Companies Really Know Best?
Abstract not available.
Learning for a Brush with Danger: How it is Enabled by Counterfactual Thinking and Suppressed by Organizational Accountability
We investigate when and how aviation pilots respond to a near accident by drawing lessons for improved future performance. We hypothesize that individuals learn from a “close call” by imagining how the danger could have been reduced had they…
Network Learning: The Effects of Partner Experience Heterogeneity on Corporate Acquisitions
We examine the effects of interorganizational network structures on acquisition premiums. Drawing on several learning and decision-making theories, we propose a model whereby firms learn by sampling the experiences of their network partners. This…
Networks, Diversity, and Performance: The Social Capital of Corporate R&D Units
Paralleling debates in the social capital literature, existing theory is of two minds regarding the performance implications of demographic diversity. One view sees diversity as problematic for organizational teams because of the strains that…
Perceived Legitimacy as an Implicit and Explicit Moderator of Ingroup and Outgroup Favoritism Among Members of Low Status Groups
It is an assumption shared by social identity theory (Tajfel and Turner, 1986) and system justification theory (Jost and Banaji, 1994) that the perceived legitimacy of status differences moderates the expression of ingroup vs. outgroup favoritism…
Skill-Biased Technological Change and Wage Inequality: Evidence From A Plant Retooling
One of the most popular explanations of the increased wage inequality that has occurred since the late 1970s is that technological change has resulted in a downward shift in the demand for low-skill workers. Such a pattern is also alleged to…
Social Sensemaking in Context: Enriching Perceiver-as-Scientist Models of Social Inference with Insights from Social and Cultural Psychology
Abstract not available.
The Red Queen in Organizational Creation and Development
We offer a asynthesis of organization learning theory and organizational ecology. Organizations learn in response to competition. The learning then intensifies the competition generated by each organization against its rivals, motivating rivals…
Virtue Ethics and the Social Psychology of Character: A Critique of Harman's
Abstract not available.
What makes You Think You're So Popular? The Friendship-Paradox Meets Self-Enhancement
According to the “friendship paradox”, most people have fewer friends than their friends have (Feld, 1991). This provides an opportunity to investigate the operation of self-serving biases in estimates of popularity that are contrary to reality.…
Counterfactual Thinking About Accidents and the Human Error Fallacy: How Undoing Accidents Leads Decison Makers to Futile Human-Focused Remedies
A widely deplored bias in organizational decision-making is attributing an accident simply to “human error” and them attempting to correct the problem through changing employees rather than changing the technological or organizational environment…
Culture, Conflict Management Style, and Underlying Values: Accounting for Cross-National Differences in Styles of Handling Conflicts among US, Chinese, Indian, and Filipino Managers
US joint ventures with Asian firms often flounder because cultural differences impede the smooth resolution of conflicts between managers. In a survey of young managers in the US, PRC, Philippines, and India, we find support for two hypotheses…