Cooperation in multicultural negotiations: How the cultures of people with low and high power interact.

This study examined whether the cultures of low- and high-power negotiators interact to influence cooperative behavior of low-power negotiators. Managers from 4 different cultural groups (Germany, Hong Kong, Israel, and the United States) negotiated face-to-face in a simulated power-asymmetric commons dilemma. Results supported an interaction effect in which cooperation of people with lower power was influenced by both their culture and the culture of the person with higher power. In particular, in a multicultural setting, low-power managers from Hong Kong, a vertical-collectivist culture emphasizing power differences and group alignment, adjusted their cooperation depending on the culture of the high-power manager with whom they interacted. This study contributes to understanding how culture shapes behavior of people with relatively low power, illustrates how a logic of appropriateness informs cooperation, and highlights the importance of studying multicultural social interactions in the context of negotiations, work teams, and global leadership. (PsycINFO Database Record

Perceiving social inequity: when subordinate-group positioning on one dimension of social hierarchy enhances privilege recognition on another.

Researchers have suggested that viewing social inequity as dominant-group privilege (rather than subordinate-group disadvantage) enhances dominant-group members' support for social policies aimed at lessening such inequity. However, because viewing inequity as dominant-group privilege can be damaging to dominant-group members' self-images, this perspective is frequently resisted. In the research reported here, we explored the circumstances that enhance the likelihood of dominant-group members' viewing inequity as privilege. Because social hierarchies have multiple vertical dimensions, individuals may have high status on one dimension but low status on another. We predicted that occupying a subordinate position on one dimension of social hierarchy could enhance perceptions of one's own privilege on a different dimension of hierarchy, but that this tendency would be diminished among individuals who felt they had achieved a particularly high level of success. Results from three studies that considered gender-based and race-based hierarchies in organizational settings supported our hypothesis.

It's only a matter of time: death, legacies, and intergenerational decisions.

Intergenerational decisions affect other people in the future. The combination of intertemporal and interpersonal distance between decision makers in the present and other people in the future may lead one to expect little intergenerational generosity. In the experiments reported here, however, we posited that the negative effect of intertemporal distance on intergenerational beneficence would be reversed when people were primed with thoughts of death. This reversal would occur because death priming leads individuals to be concerned with having a lasting impact on other people in the future. Our experiments show that when individuals are exposed to death priming, the expected tendency to allocate fewer resources to others in the future, as compared with others in the present, is reversed. Our findings suggest that legacy motivations triggered by death priming can trump intergenerational discounting tendencies and promote intergenerational beneficence.

Agentic women and communal leadership: how role prescriptions confer advantage to top women leaders.

The authors contribute to the ongoing debate about the existence of a female leadership advantage by specifying contextual factors that moderate the likelihood of the emergence of such an advantage. The investigation considered whether the perceived role incongruence between the female gender role and the leader role led to a female leader disadvantage (as predicted by role congruity theory) or whether instead a female leader advantage would emerge (as predicted by double standards and stereotype content research). In Study 1, it was only when success was internally attributed that women top leaders were evaluated as more agentic and more communal than men top leaders. Study 2 showed that the favorable ratings were unique to top-level positions and further showed that the effect on agentic traits was mediated by perceptions of double standards, while the effect on communal traits was mediated by expectations of feminized management skills. Finally, Study 2 showed that top women leaders were evaluated most favorably on overall leader effectiveness, and this effect was mediated by both mediators. Our results support the existence of a qualified female leadership advantage.

The egoism and altruism of intergenerational behavior.

Some of the most important issues in society today affect more than one generation of people. In this article, the authors offer a conceptual overview and integration of the research on intergenerational dilemmas-decisions that entail a tradeoff between one's own self-interest in the present and the interests of other people in the future. Intergenerational decisions are characterized by a combination of intertemporal (i.e., behaviors that affect the future) and interpersonal (i.e., behaviors that affect other people) components. Research on intergenerational dilemmas identifies factors that emerge from these dimensions and how they interact with each other to influence intergenerational beneficence. Critically, phenomena that result from the intersection of these two dimensions-such as immortality striving through legacy creation-are especially important in distinguishing intergenerational decisions from other related decision contexts.