Article to Audio: Recent Episodes
M.-H. Tsai, L. Rees, J. Parlamis, M. A. Gross, D. A. Cai
“Article to Audio” features interviews with scholars about their research on negotiation and conflict management from our field's top academic journals. We have specifically designed the format and content of the episodes to be rooted in research findings but avoiding complicated jargon so that the series can be useful for a variety of audiences, including upper-year undergraduates, graduate students, and the general public.
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