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Dr. Kenneth Tai is a faculty member at the Lee Kong Chian School of Business at Singapore Management University. This episode focused on his research on gender and workplace mistreatment. He discussed how men and women receive mistreatment in the workplace.
The article referenced in the episode:
Tai, K., Lee, K., Kim, E., Johnson, T. D., Wang, W., Duffy, M. K., & Kim, S. (2022). Gender, bottom-line mentality, and workplace mistreatment: The roles of gender norm violation and team gender composition. Journal of Applied Psychology, 107(5), 854–865. https://doi.org/10.1037/apl0000936
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Dr. Amira Schiff is a professor and the Director of the Conflict Management, Resolution, and Negotiation Graduate Program at Bar-Ilan University. As a researcher in international conflict resolution, she specializes in the intricacies of conflict management and the dynamics of peace processes. Her influential work, particularly the article 'Reaching a Mutual Agreement: Readiness Theory and Coalition Building in the Aceh Peace Process,' earned the prestigious NCMR award for the best paper in 2014. Dr. Schiff has a prolific publication record, contributing to key journals in the field such as NCMR, the International Journal of Conflict Management and the International Negotiation journal. Her book, 'Negotiating Intractable Conflicts: Readiness Theory Revisited,' published by Routledge in 2021, further cements her status as a leading voice in conflict resolution studies.
Schiff, A., (2021) “Readiness Theory: A New Approach to Understanding Mediated Prenegotiation and Negotiation Processes Leading to Peace Agreements”, Negotiation and Conflict Management Research 14(1). doi: https://doi.org/10.34891/z3t9-9d49
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Deborah A. Cai (Ph.D., Michigan State University) is professor and senior associate dean in the Klein College of Media and Communication at Temple University, and she is a faculty member in the Media and Communication doctoral program. Dr. Cai is an international researcher with scholarly and professional expertise in intercultural communication, persuasion, negotiation and conflict management. She has conducted research in China, Japan, and the U.S., and she has trained political and business leaders from Afghanistan, China, Kazakhstan, and developing nations from Asian Pacific Economic Commission (APEC) and the State Department’s leadership program. Deborah is a Fellow in the International Academy of Intercultural Researchers and a Fellow and past president of the International Association for Conflict Management (IACM). She is Past-Chair of the Conflict Management division of the Academy of Management. Deborah served as editor of the journal, Negotiation and Conflict Management Research, and is editor of the four-volume collection of research, Intercultural Communication (Sage, Benchmark in Communication). Her research has published in outlets such as Communication Monographs, Communication Research, International Journal of Conflict Management, Human Communication Research, Journal of Cross-Cultural Psychology, as well as The Handbook of Intercultural Communication and the SAGE Handbook of Communication and Conflict.
Cai, D. A., (2022) “From Theory to Practice and Back Again: Lessons from Hostage Negotiation for Conflict Management”, Negotiation and Conflict Management Research 15(3). doi: https://doi.org/10.34891/20220406-433
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Dr. Hunsaker is a Global Network Assistant Professor of Management and Organizations at the Stern School of Business, New York University. He has a joint appointment at NYU Shanghai. His research interests include negotiation, emotion, culture, and subjective value. He teaches courses on negotiation, conflict management, and organizational behavior and has presented research all over the world. His greatest achievement—which requires his best negotiation, communication, and organizational skills—is raising a beautiful family of 8 children with his wife and best friend, Melissa.
Dr. Teng is Assistant Professor of Management at Penn State Harrisburg. He received his Ph.D. in Business Administration from David Eccles School of Business at the University of Utah. His research examines behavioral ethics & morality, conflict management & negotiation, and social hierarchy in organizations.
In 2023 David and Teng received the Best Article award for an article published in 2022. Congratulations on your scholarly recognition and award-winning article!
Getting off to a "Hot" Start: How the Timing of Expressed Anger Influences Relational Outcomes in Negotiation", Negotiation and Conflict Management Research 15(4). doi: https://doi.org/10.34891/2022.0467
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Tim Stevens is an interdisciplinary scientist with expertise on the role of social media and ICT in social interactions. For his PhD research he studied social media dynamics in agro-food governance: https://nam10.safelinks.protection.outlook.com/?url=https%3A%2F%2Fsites.google.com%2Fview%2Ftimstevensphd%2Fhome&data=05%7C01%7CMichael.Gross%40colostate.edu%7Ced69a171c64a458e552f08db29fb18a6%7Cafb58802ff7a4bb1ab21367ff2ecfc8b%7C0%7C0%7C638149930672519013%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000%7C%7C%7C&sdata=jp8Y0szUNjpPVv4sf8F%2F5%2FXBl14RdJ53r1C0kaPAy5M%3D&reserved=0
He enjoys bringing together disciplines to develop new conceptual and methodological frameworks. He currently investigates the interplay between educational innovations and teacher professional development in higher education.
Stevens, T. M. & Aarts, N. & Dewulf, A., (2020) “Using Emotions to Frame Issues and Identities in Conflict: Farmer Movements on Social Media”, Negotiation and Conflict Management Research 14(2). doi: https://doi.org/10.34891/9mmd-q341
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Emma E. Levine is an Associate Professor of Behavioral Science and the Charles E. Merrill Faculty Scholar at the University of Chicago Booth School of Business. Levine studies the psychology of honesty, trust, and ethical dilemmas. She holds a PhD from The Wharton School, University of Pennsylvania.
Maurice Schweitzer is the Cecelia Yen Koo Professor of Operations, Information, and Decisions and Management at the Wharton School at the University of Pennsylvania. Maurice studies negotiations and decision making.
Article Citation
Levine, Emma E. & Schweitzer, Maurice E., 2015. "Prosocial lies: When deception breeds trust," Organizational Behavior and Human Decision Processes, Elsevier, vol. 126(C), pages 88-106. -
Jason Pierce is an Assistant Professor of Management at the University of North Carolina Greensboro. He earned his Ph.D. in Management at Indiana University and has held other faculty appointments at the University of Southern Mississippi and Universidad Adolfo Ibáñez in Santiago, Chile. Prior to beginning his academic career, Jason obtained his undergraduate degree in Computer Science from Georgia Tech and worked as a network engineer for Nortel Networks.
Jason’s areas of expertise now include ethically charged responses to conflict, philosophy of science, and organizational alignment. His current projects cover topics such as sex-differences in negotiation tactics, categorizing as a scientific tool, and managerial problem solving. Jason has published research on these topics in prestigious journals such as Psychological Science, the Journal of Applied Psychology, the Journal of Management, Journal of Business Ethics, and Negotiation & Conflict Management Research.
In addition to conducting research, Jason is an international teacher and trainer. He has taught courses on the topics of managerial decision making, negotiation and conflict resolution, organizational behavior, and organizational alignment in executive, graduate, and undergraduate business programs to students in Europe, Latin America, and the United States.
Article Citation:
Pierce, J. R., & Thompson, L. (2018). Explaining differences in men and women's use of unethical tactics in negotiations. Negotiation and Conflict Management Research, 11(4), 278–297. https://doi.org/10.1111/ncmr.12135 -
Jason Pierce is an Assistant Professor of Management at the University of North Carolina Greensboro. He earned his Ph.D. in Management at Indiana University and has held other faculty appointments at the University of Southern Mississippi and Universidad Adolfo Ibáñez in Santiago, Chile. Prior to beginning his academic career, Jason obtained his undergraduate degree in Computer Science from Georgia Tech and worked as a network engineer for Nortel Networks.
Jason’s areas of expertise now include ethically charged responses to conflict, philosophy of science, and organizational alignment. His current projects cover topics such as sex-differences in negotiation tactics, categorizing as a scientific tool, and managerial problem solving. Jason has published research on these topics in prestigious journals such as Psychological Science, the Journal of Applied Psychology, the Journal of Management, Journal of Business Ethics, and Negotiation & Conflict Management Research.
In addition to conducting research, Jason is an international teacher and trainer. He has taught courses on the topics of managerial decision making, negotiation and conflict resolution, organizational behavior, and organizational alignment in executive, graduate, and undergraduate business programs to students in Europe, Latin America, and the United States.
Article Citation:
Pierce, J. R., & Thompson, L. (2018). Explaining differences in men and women's use of unethical tactics in negotiations. Negotiation and Conflict Management Research, 11(4), 278–297. https://doi.org/10.1111/ncmr.12135 -
Episode 3 article abstract:
In the substantial body of research on gender differences in the initiation of negotiation, the findings consistently favor men (Kugler et al., 2018). We propose that this research itself is gendered because negotiation research has traditionally focused on masculine negotiation contexts. In the current study, we replicate the gender effect in initiating negotiations (favoring men) and provide an empirically based selection of “masculine,” “feminine,” and “neutral” negotiation contexts, which can be used for future negotiation research. We show that the negotiation context shapes gender differences such that in specific social contexts, women tend to have even higher initiation intentions compared to men. Negotiation contexts generally seem to differ regarding their affordance to negotiate. We offer a possible explanation for gender effects on initiation intentions by uncovering the mediating role of expectancy considerations across all negotiation contexts, especially in masculine contexts, and instrumentality considerations in specific masculine and feminine contexts.
Author bios:
Julia A. M. Reif is postdoctoral scientific staff member and lecturer of Economic and Organizational Psychology at the Ludwig-Maximilians-Universitaet Muenchen, Munich. She has been teaching and conducting research at the Chair of Economic and Organizational Psychology since 2008. In her doctoral thesis, she investigated the questions of when and why people begin to negotiate. Her research interests further include team processes, stress management, and organizational acculturation. She is an active speaker at conferences and conventions and publishes her work, sponsored among others by the European Union, in internationally acknowledged journals. She received the 2020 NCMR Best Article Award together with her colleagues Felix Brodbeck, Katharina Kugler and Fiona Kunz. Since 2007, she has been working as a practitioner with national and international organizations in the areas of organizational diagnosis and organizational development.Felix C. Brodbeck is Chair of Organizational and Economic Psychology at Ludwig-Maximilians-Universitaet Muenchen. He has published ten books and more than 100 scholarly articles in the fields of cross-cultural psychology, leadership, group and organizational effectiveness, organizational culture, decision making, negotiation, innovation, economic psychology, and applied research methods. He has also published numerous articles in practitioners’ journals and books. In 2014, he became fellow of the International Association of Applied Psychology (IAAP). For more than 30 years, he has been working as a consultant with national and international companies in the areas of organizational, team and leadership diagnosis and development. This rounds up his track record as a curious traveller in two, often complementary, worlds, the academic world, as an applied organizational psychologist developing and testing theories empirically, and the practical world, as a consultant and evidence-based management adviser adapting and applying scientific theories and methods in real world settings for the good of working people and their companies.
Article Citation:
Reif, J. A. M., Kunz, F. A., Kugler, K. G., Brodbeck, F. C. (2019). Negotiation Contexts: How and Why They Shape Women's and Men's Decision to Negotiate. Negotiation and Conflict Management Research, 12(4), 322-342. doi: https://doi.org/10.1111/ncmr.12153 -
This is Part 2 of a two-part episode.
Episode 2 article abstract: When people avoid conflict, there is no “away.” Where do they go physically or mentally? Both engaging and avoiding have a push and a pull. If we knew where avoiders go, we could study the pull of avoidance. This is a descriptive study (N = 446) of interpersonal conflict. We found that physical and mental avoidance appeared with similar frequency, and that they could occur in combination. People often recognized their need for avoidance early, based on the topic being familiar or various signals of trouble. Avoidance during the conflict could be physical or mental, but notably involved false agreement or topic manipulation. The possibility of violence (physical, verbal, or emotional) was often relevant. Relationship worries frequently motivated the avoidance. After the avoidance rumination was common, often centering on what we called “festering anger.”Article Citation:
Hample D. & Hample J., (2019) “There is No Away: Where Do People Go When They Avoid an Interpersonal Conflict?”, Negotiation and Conflict Management Research 13(4). p.304-325. doi: https://doi.org/https://doi.org/10.34891/fy30-0198 -
This is Part 1 of a two-part episode.
Episode 2 article abstract: When people avoid conflict, there is no “away.” Where do they go physically or mentally? Both engaging and avoiding have a push and a pull. If we knew where avoiders go, we could study the pull of avoidance. This is a descriptive study (N = 446) of interpersonal conflict. We found that physical and mental avoidance appeared with similar frequency, and that they could occur in combination. People often recognized their need for avoidance early, based on the topic being familiar or various signals of trouble. Avoidance during the conflict could be physical or mental, but notably involved false agreement or topic manipulation. The possibility of violence (physical, verbal, or emotional) was often relevant. Relationship worries frequently motivated the avoidance. After the avoidance rumination was common, often centering on what we called “festering anger.”Author Bios:
Dale Hample earned his Ph.D. in communication at the University of Illinois in 1975. He spent most of his career teaching at Western Illinois University but spent his last years at the University of Maryland. He mainly studied interpersonal arguing. With Judith M. Dallinger (his wife and Jessica’s mother), he co-developed the taking conflict personally measurement system. He has published four books and more than 150 other academic papers.
Jessica Hample, Ph.D. is an Assistant Professor in the communication department teaching in the Organizational and Relational Communication major. Jessica teaches and conducts research in health communication, especially in the context of vaccine hesitancy among parents. Jessica is interested in the way people talk and make decisions about health than in lab work.Article Citation:
Hample D. & Hample J., (2019) “There is No Away: Where Do People Go When They Avoid an Interpersonal Conflict?”, Negotiation and Conflict Management Research 13(4). p.304-325. doi: https://doi.org/https://doi.org/10.34891/fy30-0198 -
Episode 1 article abstract: Conflicts are ubiquitous in all life’s domain where people live and perform interdependent tasks, including convents. Managing conflicts among followers is an essential responsibility of leaders. The way leaders behave while managing such conflicts have received little academic attention; available studies have focused on business contexts. This study aimed to examine the relationship between servant leadership, and emotional exhaustion through team conflicts, and further investigates the mediating role of leaders’ third-party conflict behaviors such as avoiding, forcing, and problem-solving. Data were gathered from 453 religious sisters (followers), in 166 convents, in a Catholic Women Religious Institute mostly based in Nigeria. Structural equation modeling confirmed that servant leadership was associated with reduced team conflicts through leaders’ third-party behaviors. Further findings showed that perceived servant leadership was negatively related to emotional exhaustion through a nonforcing expression. We discussed theoretical and practical implications.
Dr. Hillie Aaldering works as assistant professor at the department of work- and organizational psychology at the University of Amsterdam, The Netherlands. Her research is focused on understanding the psychology of individuals in conflicts, both within and between groups, and especially on promoting cooperation through conflict handling and negotiations. She uses both experimental games and field studies in her research. She has published in leading journals in the field of social and organizational psychology on these topics.
Dr. Katalien Bollen obtained her PhD in Psychology at KU Leuven, Belgium (“Mediation in hierarchical labor conflicts”). Katalien works as Senior Expert at both ‘Mediation, Communication & Coaching’, and ‘Family Business Dynamics-Governance’ (Deloitte Legal -Lawyers). She supports clients in their communication and conflict skills in order towards mutual understanding and learning. Katalien is affiliated to the University of Leuven, where she teaches Negotiation and Mediation at the Faculty of Law (KU Leuven) and co-supervises several PhD students at the faculty of Psychology. Her research interests focus on conflict management with a special interest for mediation as well as third party interventions, online mediation, power, leadership & coaching in (family) business. Katalien is mediator and Fellow of the Leuven Centre for Collaborative Management (LCM). She is involved in different executive master's programs on mediation.
Innocentina-Marie Obi is a doctoral student at the Faculty of Psychology and Educational Sciences at KU Leuven, Belgium. Currently, she is finalizing her PhD in which she investigates Servant Leadership and Third Party Conflict Behavior in relation to Religious Sisters’ Wellbeing in Female Religious Institutes. Her research interests focus on (servant) leadership and conflict management. Special interest goes to third party conflict behavior, African leadership, trust, inclusive human resource management, and wellbeing. Innocentina-Marie is a Roman Catholic Nun of the Daughters of Mary Mother of Mercy Religious Institute, Nigeria.
Paper citation:
Obi, I. M. O., Bollen, K., Aaldering, H., Robijn, W., & Euwema, M. C. (2020). Servant Leadership, Third‐Party Behavior, and Emotional Exhaustion of Followers. Negotiation and Conflict Management Research, online first edition. https://doi.org/10.1111/ncmr.12184
