Social scientists have spent decades studying how individuals achieve status within organizational groups — that is, how they gain respect, prominence, and influence in the eyes of others. We know, for example, that demographics matter: People of the historically dominant race and gender and a respected age (white men over 40 in the western corporate world) are typically afforded higher status than everyone else.
Global economic transactions such as foreign direct investment (FDI) must extend over an institutional abyss between the jurisdiction, and therefore protection, of the states involved. Intergovernmental organizations (IGOs) represent an important attempt to span this abyss. The authors use a network approach to demonstrate that the connections between two countries, through joint membership in the same IGOs, are associated with a large positive influence on the FDI that flows between them.
We show that counting downward while performing a task shortens the perceived duration of the task compared to counting upward. People perceive that less time has elapsed when they were counting downward versus upward while using a product (Studies 1 and 3) or watching geometrical shapes (Study 2). The counting direction effect is obtained using both prospective and retrospective time judgments (Study 3), but only when the count range begins with the number “1” (Study 2).
In one laboratory study and one field study conducted with a large, representative sample of respondents, we show that seemingly innocuous questions that precede a conjoint task, such as demographic and usage-related screening questions can alter the price sensitivities recovered from the main conjoint task. The findings demonstrate that whether these prior questions use broad response categories (i.e., few scale points) or narrow response categories (i.e., many scale points) systematically influences consumers' price sensitivity in a CBC (Choice Based Conjoint) study.
An agent advises a principal on selecting one of multiple projects or an outside option. The agent is privately informed about the projects' benefits and shares the principal's preferences except for not internalizing her value from the outside option. We show that for moderate outside option values, strategic communication is characterized by pandering: the agent biases his recommendation toward "conditionally better-looking" projects, even when both parties would be better of with some other project. A project that has lower expected value can be conditionally better-looking.
We provide insights into earnings quality from a survey of 169 CFOs of public companies and in-depth interviews of 12 CFOs and two standard setters.
In this chapter, we explore the relationship between counterfactuals and meaning. To do so, we have organized our thoughts into three sections. First, we review previous research on the role of counterfactual mind-sets, or cognitive orientations, in establishing causal relationships. Second, we explore the implications of the deliberate construction of counterfactuals for the emergence of personal meaning. We claim that the psychosocial construction of autobiographical life stories are inexorably linked with counterfactual thought.