Social Decision Making: Social Dilemmas, Social Values, and Ethical Judgments / Edition 1 available in Hardcover, Paperback, eBook
Social Decision Making: Social Dilemmas, Social Values, and Ethical Judgments / Edition 1
- ISBN-10:
- 1841698997
- ISBN-13:
- 9781841698991
- Pub. Date:
- 06/24/2009
- Publisher:
- Taylor & Francis
- ISBN-10:
- 1841698997
- ISBN-13:
- 9781841698991
- Pub. Date:
- 06/24/2009
- Publisher:
- Taylor & Francis
Social Decision Making: Social Dilemmas, Social Values, and Ethical Judgments / Edition 1
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Overview
The book offers a unique and valuable contribution to the fields of social psychology and organizational behavior. Ethical decision making, a central focus of this volume, is highly relevant to current scholarship and research in both disciplines. The volume will be suitable for graduate level courses in organizational behavior, social psychology, business ethics, and sociology.
Product Details
ISBN-13: | 9781841698991 |
---|---|
Publisher: | Taylor & Francis |
Publication date: | 06/24/2009 |
Series: | Organization and Management Series |
Edition description: | New Edition |
Pages: | 436 |
Product dimensions: | 6.50(w) x 9.20(h) x 1.10(d) |
About the Author
Ann E. Tenbrunsel (Ph.D., Northwestern University; M.B.A. Northwestern University; B.S.I.O.E. University of Michigan) is a professor in the College of Business Administration at the University of Notre Dame and the Arthur F. and Mary J. O’Neil Codirector of the Institute for Ethical Business Worldwide. Her research interests focus on decision making and negotiations, with a specific emphasis on ethics. Ann has published in these areas in refereed journals such as Administrative Science Quarterly, Academy of Management Review, Academy of Management Journal, Journal of Personality and Social Psychology and Organization Behavior and Human Decision Processes. She is also the author of coauthor of several books on these topics: Codes of Conduct: Behavioral Research, into Business Ethics, Environment, Ethics, and Behavior and Research on Managing Groups and Teams:Ethics. Prior to entering academics, Ann worked as a sales force and marketing consultant for ZS Associates and as a sales support analyst and engineer for S.C. Johnson and Son.
Max Bazerman is the Jesse Isidor Straus Professor at the Harvard Business School, and is formally affiliated with the Harvard Kennedy School, the Psychology Department, and the Program on Negotiation at Harvard. He is the co-author of Negotiation Genius (2007, with Deepak Malhotra) and Judgment in Managerial Decision Making (7th edition, 2008, with Don A. Moore). From 2002-2008, Max was consistently named one of the top 40 authors, speakers, and teachers of management by Executive Excellence. While at Kellogg, he was 'Teacher of the Year' by the Executive Masters Program of the Kellogg School. In 2003, Max received the Everett Mendelsohn Excellence in Mentoring Award from Harvard University’s Graduate School of Arts and Sciences. In 2006, Max received an honorary doctorate from the University of London (London Business School), the Kulp-Wright Book Award from the American Risk and Insurance Association for Predictable Surprises (with Michael Watkins), and the Life Achievement Award from the Aspen Institute’s Business and Society Program. In 2008, Max received the Distinguished Educator Award from the Academy of Management.
Table of Contents
Series Foreword xv
Acknowledgments xvii
Editors xix
Contributors xxi
Chapter 1 Social Dilemmas, Social Values, and Ethical Judgments: Touchpoints and Touchdowns in a Distinguished Scholarly Career Roderick M. Kramer Ann E. Tenbrunsel Max H. Bazerman 1
Overview of the Present Volume 6
References 7
Section I Social Dilemmas
Chapter 2 Group Discussion and Cooperation in Social Dilemmas: Does the Medium Matter? Charles D. Samuelson Kristen M. Watrous-Rodriguez 13
Review of Existing Social Dilemma Literature 14
Computer-Mediated Communication in Mixed-Motive Tasks 18
Computer-Mediated Communication in the Commons: Study 1 23
Replication: Study 2 33
Replication and Extension: Study 3 34
Conclusions 34
Final Thoughts 38
Notes 39
Acknowledgments 40
References 41
Chapter 3 On the Importance of Equality in Social Dilemmas Eric Van Dijk Arjaan P. Wit Henk A. M. Wilke Erik W. de Kwaadsteniet 47
The Complexity of Social Dilemmas 48
The Simplicity of Equality 49
Equality and Tacit Coordination 50
Equal to What? 51
Equality and Uncertainty 55
What if Equality Cannot Be Applied? 57
So Why Do People Use Equality? 59
Equality and Justifiability 62
The Prerequisites for Tacit Coordination on Equality: Having a Common Understanding 63
Concluding Remarks 66
References 66
Chapter 4 Social and Temporal Orientations in Social Dilemmas Paul A. M. Van Lange Jeff A. Joireman 71
Social Dilemmas 73
Basic Principles of Social and Temporal Orientations 74
Slot Machine Metaphor of Social and Temporal Orientations 75
Social Orientations (Logical Effects) 77
Temporal Orientations (Logical Effects) 81
Social Orientations (Paradoxical Effects) 82
Temporal Orientations (Paradoxical Effects) 87
Concluding Comments 88
Notes 90
References 91
Chapter 5 In the Eye of the Beholder: Payoff Structures and Decision Frames in Social Dilemmas Ann E. Tenbrunsel Gregory Northcraft 95
Social Dilemmas 97
Logic of Appropriateness Framework and Decision Frames 99
Unintended Defection 103
Implications for Social Dilemma Research 110
Conclusions 113
Note 113
References 114
Chapter 6 Dilemmas and Doubts: How Decision-Makers Cope With Interdependence and Uncertainty Roderick M. Kramer 117
Setting the Stage: The "Simple" Anatomy of Interdependence Dilemmas 119
Studying Interdependence and Uncertainty in Experimental Settings 121
Getting Inside the Heads of the Experts: Insights From a Computer-Based Tournament 123
Using Surveys to Probe Decision-Makers' Intuitions Regarding the Comparative Efficacy of Different Decision Rules for Managing Interdependence and Uncertainty 129
Adapting to Social Uncertainty in Real-World Interdependence Dilemmas: A Field Study of Patient-Physician Relationships 131
Implications and Conclusions 136
References 141
Section II Social Values, Social Control, and Cooperation
Chapter 7 Nonverbal Communication and Detection of Individual Differences in Social Value Orientation Gregory P. Shelley Madeleine Page Peter Rives Erin Yeagley D. Michael Kuhlman 147
Overview of Studies 1 and 2 153
Overview of Studies 3, 4, and 5 154
Study 1: Method 155
Study 2: Method 158
Studies 3, 4, and 5: Method 163
Discussion 166
Note 168
References 169
Chapter 8 Persons, Organizations, and Societies: The Effects of Collectivism and Individualism on Cooperation Terry L. Boles Huy Le Hannah-Hanh D. Nguyen 171
Levels of Collectivism-Individualism and Cooperation 173
Cross-Level Collectivism-Individualism Interactions 176
The Study 180
The Replenishable Resource Game 181
Manipulation of Organizational Collectivism-Individualism Cultures 182
Measures 183
Analysis 185
Results 186
Discussion and Conclusions 194
There and Back Again 199
Note 200
References 200
Chapter 9 Attraction to Prospective Dyadic Relationships: Effects of Fate Control, Reflexive Control, and Partner's Trustworthiness Janusz L. Grzelak D. Michael Kuhlman Erin Yeagley Jeff A. Joireman 205
Messick and McClintock's Theory of Social Value Orientation 206
Kelley and Thibaut's Interdependence Theory 207
Attractiveness as a Function of One's Own Control 213
Attractiveness as a Function of Partner's Control and Trustworthiness 214
Attractiveness of Control and SVO 217
Method 218
Results for Hypothesis 1: Own Control 222
Results for Hypothesis 2: Partner's Trustworthiness 223
Main Effects for Partner's Control 224
Results for Hypotheses 3a and 3b: Partner's Control and Partner's Trustworthiness Interaction 225
Results for Hypothesis 4: Interaction Between Own and Partner's Control 226
The Trust by Own Control by Partner's Control Interaction 227
Results for Social Value Orientation 229
Discussion 230
Social Value Orientation 233
General Conclusion and Comments 235
Notes 236
Acknowledgments 237
References 237
Section III Ethical Judgments, Fairness, and Equality
Chapter 10 See No Evil: When We Overlook Other People's Unethical Behavior Francesca Gino Don A. Moore Max H. Bazerman 241
Motivated Blindness 245
Unethical Behavior on a Slippery Slope 248
Failure to See Through Indirectness 249
Thinking There's No Problem - Until Something Bad Happens 253
Conclusions 258
Summary and Research Agenda 259
References 260
Chapter 11 From Theory to Practice: Messick and Morality Kevin W. Gibson J. Keith Murnighan 265
Principled Reasoning 267
Utilitarianism 270
Internal and External Benefits 274
Business and the Environment 275
Case #1: Gettysburg 276
Case #2: Indian Shrimp Fishing 278
Social Psychology and the Utilitarian Debate 280
Conclusion - The Moral Manager 286
References 288
Chapter 12 Fairness and Preference for Underdogs and Top Dogs Scott T. Allison Jeni L. Burnette 291
Pleasure and Displeasure With Others' Outcomes 291
Sympathy and Liking: Our Affinity for Underdogs 294
Judgments of Consequences 298
Judgments of Deservingness 299
Judgments of Efficacy 300
Judgments Skewed by Framing Effects 300
Judgments Skewed by Self-Serving Motives 302
Judgments of Performance Quality 302
Summary 303
Judgments Affected by Actor/Observer Effects 307
Summary and Future Directions 308
References 312
Chapter 13 Meaner Managers: A Consequence of Income Inequality Sreedhari D. Desai Arthur P. Brief Jennifer M. George 315
CEO Wealth - Power 317
CEO Power - Meanness 320
A Preliminary Study 323
Conclusions 326
Notes 328
References 328
Section IV Commentary and Reflections
Chapter 14 Appreciation for Professor David M. Messick: Peanuts, Ping-Pong, and Naïveté Robyn M. Dawes 335
Note 340
Chapter 15 Retrospection on a Career in Social Psychology David M. Messick 341
A Short, Bowdlerized Autobiography 341
Retrospection 344
References 366
Scholarly Bibliography for David M. Messick 369
Subject Index 379
Author Index 399