Leadership & Organizational Behavior

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.

The current research explores whether momentary changes in power can shift professional interview outcomes. Two experiments manipulated power by asking applicants to recall a time they had or lacked power prior to writing a job application letter (Experiment 1) or being interviewed for admission to business schools (Experiment 2).

The first-offer effect demonstrates that negotiators achieve better outcomes when making the first offer than when receiving it. The evidence, however, primarily derives from studies of Westerners without systematic power differences negotiating over one issue — contexts that may amplify the first-offer effect. Thus, the present research explored the effect across cultures, among negotiators varying in power, and in negotiations involving single and multiple issues.

People habitually use round prices as first offers in negotiations. We test whether the specificity with which a first offer is expressed has appreciable effects on first-offer recipients' perceptions and strategic choices. Studies 1a & b establish that first-offer recipients make greater counteroffer adjustments to round versus precise offers. Study 2 demonstrates this phenomenon in an interactive, strategic exchange.

Five studies explore observers' condemnation of passive victims. Studies 1 and 2 examine the role of observers' behavioral forecasts in condemning passive victims of sexual harassment. Observers generally predicted that they would engage in greater confrontation than victims typically do. More importantly, the more confrontation participants predicted they would engage in, the more they condemned the passive victim, and the less willing they were to recommend the victim for a job and to work with her.