Cultural Conceptualizations of Power and Their Behavioral Consequences Among Asian American Biculturals
In: IACM 24th Annual Conference Paper
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In: IACM 24th Annual Conference Paper
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Working paper
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 35, Heft 2, S. 257-267
ISSN: 1537-5277
In: The European Journal of Cultural Policy, Band 2, Heft 1, S. 117-139
Scholarly research generally finds that democratic governments are more likely to respect human rights than other types of regimes. Different human rights practices among long-standing and affluent democracies therefore present a puzzle. Drawing from democratic theory and comparative institutional studies, we argue more inclusive or "popular" democracies should enforce human rights better than more exclusive or "elite" democracies, even in the face of security threats from armed conflict. Instead of relying on the Freedom House or Polity indexes to distinguish levels of democracy, we adopt a more focused approach to measuring structures of inclusion, the Institutional Democracy Index (IDI), which captures meaningful differences in how electoral and other institutions channel popular influence over policy-making. Analyzing levels of physical integrity rights through a time-series cross-sectional research design of forty-nine established democracies, supplemented by structured case comparisons, reveals a significant and robust relationship between more inclusive democratic institutions and better respect for human rights.
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In: Columbia Business School Research Paper No. 16-82
SSRN
Working paper
In: Administrative science quarterly: ASQ ; dedicated to advancing the understanding of administration through empirical investigation and theoretical analysis, Band 56, Heft 4, S. 530-559
ISSN: 0001-8392
In: Administrative science quarterly: ASQ, Band 56, Heft 4, S. 530-558
ISSN: 1930-3815
The current investigation explores how power and stability within a social hierarchy interact to affect risk taking. Building on a diverse, interdisciplinary body of research, including work on non-human primates, intergroup status, and childhood social hierarchies, we predicted that the unstable powerful and the stable powerless will be more risk taking than the stable powerful and unstable powerless. Across four studies, the unstable powerful and the stable powerless preferred probabilistic over certain outcomes and engaged in more risky behaviors in an organizational decision-making scenario, a blackjack game, and a balloon-pumping task than did the the stable powerful and the unstable powerless. These effects appeared to be the result of the increased stress that accompanied states of unstable power and stable powerlessness: these states produced more physiological arousal, a direct manipulation of stress led to greater risk taking, and stress tolerance moderated the interaction between power and stability on risk taking. These results have important implications for the way social scientists conceptualize the psychology of power and offer a theoretical framework for understanding factors that lead to risk taking in organizations.
In: The journal of business & industrial marketing, Band 32, Heft 4, S. 606-611
ISSN: 2052-1189
PurposeThis paper aims to identify and discuss four major sources of power in negotiations.FindingsThe four sources of power are alternatives, information, status and social capital. Each of these sources of power can enhance a negotiator's likelihood of obtaining their ideal outcome because power allows negotiators to be more confident and proactive, and it shields them from the bargaining tactics of their opponents.Practical implicationsThe paper discusses how negotiators can utilize each source of power to improve their negotiation outcomes.Originality/valueThe paper provides a parsimonious definition of power in negotiations, identifies the four major sources of negotiator powers and highlights two pathways by which power affects negotiation outcomes.
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 43, Heft 1, S. 68-85
ISSN: 1537-5277
Abstract
The current research offers a new theoretical perspective on the relationship between power and persuasion. An agentic-communal model of power is presented that proposes power affects both the messages generated by communicators and the messages that persuade audiences. Compared to low-power states, high-power states produce a greater emphasis on information that conveys competence. As a consequence, high-power communicators generate messages with greater competence information, and high-power audiences are persuaded more by competence information. In contrast to high-power states, low-power states produce a greater emphasis on information that conveys warmth. As a result, low-power communicators generate messages with greater warmth information, and low-power audiences are persuaded more by warmth information. Because of these two outcomes, a power-matching effect occurs between communicator and audience power: high-power communicators are more effective in persuading high-power audience members, whereas low-power communicators are more effective in persuading low-power audience members. Four experiments find support for these effects in oral and written contexts with three distinct manipulations of power. Overall, these experiments demonstrate that the persuasiveness of messages can be affected by the alignment between the psychological sense of power of the communicator and the audience.
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 41, Heft 2, S. 381-396
ISSN: 1537-5277
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 38, Heft 6, S. 1047-1062
ISSN: 1537-5277
In: Journal of consumer research: JCR ; an interdisciplinary journal, Band 37, Heft 6, S. 1015-1029
ISSN: 1537-5277
In: Group processes & intergroup relations: GPIR, Band 8, Heft 2, S. 109-124
ISSN: 1461-7188
The present article offers a conceptual model for how the cognitive processes associated with perspective-taking facilitate social coordination and foster social bonds. We suggest that the benefits of perspective-taking accrue through an increased self-other overlap in cognitive representations and discuss the implications of this perspective-taking induced self-other overlap for stereotyping and prejudice. Whereas perspective-taking decreases stereotyping of others (through application of the self to the other), it increases stereotypicality of one's own behavior (through inclusion of the other in the self). To promote social bonds, perspective-takers utilize information, including stereotypes, to coordinate their behavior with others. The discussion focuses on the implications, both positive and negative, of this self-other overlap for social relationships and discusses how conceptualizing perspective-taking, as geared toward supporting specific social bonds, provides a framework for understanding why the effects of perspective-taking are typically target-specific and do not activate a general helping mind-set. Through its attempts to secure social bonds, perspective-taking can be an engine of social harmony, but can also reveal a dark side, one full of ironic consequences.
In: Group Processes & Intergroup Relations, Band 8, Heft 2, S. 109-124
The present article offers a conceptual model for how the cognitive processes associated with perspective-taking facilitate social coordination and foster social bonds. We suggest that the benefits of perspective-taking accrue through an increased self-other overlap in cognitive representations and discuss the implications of this perspective-taking induced self-other overlap for stereotyping and prejudice. Whereas perspective-taking decreases stereotyping of others (through application of the self to the other), it increases stereotypicality of one's own behavior (through inclusion of the other in the self). To promote social bonds, perspective-takers utilize information, including stereotypes, to coordinate their behavior with others. The discussion focuses on the implications, both positive and negative, of this self-other overlap for social relationships and discusses how conceptualizing perspective-taking, as geared toward supporting specific social bonds, provides a framework for understanding why the effects of perspective-taking are typically target-specific and do not activate a general helping mind-set. Through its attempts to secure social bonds, perspective-taking can be an engine of social harmony, but can also reveal a dark side, one full of ironic consequences.
In: Organization science, Band 33, Heft 4, S. 1554-1573
ISSN: 1526-5455
In an era of globalization, it is commonly assumed that multicultural experiences foster leadership effectiveness. However, little research has systematically tested this assumption. We develop a theoretical perspective that articulates how and when multicultural experiences increase leadership effectiveness. We hypothesize that broad multicultural experiences increase individuals' leadership effectiveness by developing their communication competence. Because communication competence is particularly important for leading teams that are more multinational, we further hypothesize that individuals with broader multicultural experiences are particularly effective when leading more versus less multinational teams. Four studies test our theory using mixed methods (field survey, archival panel, field experiments) and diverse populations (corporate managers, soccer managers, hackathon leaders) in different countries (Australia, Britain, China, America). In Study 1, corporate managers with broader multicultural experiences were rated as more effective leaders, an effect mediated by communication competence. Analyzing a 25-year archival panel of English Premier League soccer managers, Study 2 replicates the positive effect of broad multicultural experiences using a team performance measure of leadership effectiveness. Importantly, this effect was moderated by team national diversity: soccer managers with broader multicultural experiences were particularly effective when leading teams with greater national diversity. Study 3 (digital health hackathon) and Study 4 (COVID-19 policy hackathon) replicate these effects in two field experiments, in which individuals with varying levels of multicultural experiences were randomly assigned to lead hackathon teams that naturally varied in national diversity. Overall, our research suggests that broad multicultural experiences help leaders communicate more competently and lead more effectively, especially when leading multinational teams.