Zoe I. Barsness

Motivation and Opportunity: The Role of Remote Work, Demographic Dissimilarity, and Social Network Centrality in Impression Management

This study examined relationships among remote work, demographic dissimilarity, social network centrality, and the use and effectiveness of impression management behaviors. In our findings, a highe...

When Cultures Clash Electronically The Impact of Email and Social Norms on Negotiation Behavior and Outcomes

This research examines the extent to which the email medium exacerbates the aggressiveness of opening offers made by negotiators from two distinct cultures. Hypotheses derived from negotiation, communication, and culture research predict that Hong Kong Chinese negotiators using email would exhibit a reactance effect and consequently engage in more aggressive opening offers and claim higher distributive outcomes than similar negotiators in the United States. Study 1 examines intercultural email negotiations and results indicate that Hong Kong Chinese negotiators made more aggressive opening offers and attained higher distributive outcomes than their U.S. counterparts. Study 2 results replicate Study 1 findings in an intracultural negotiation setting and also show favorable outcomes for Hong Kong email negotiators when compared to both Hong Kong and U.S. face-to-face negotiators. Overall, the findings suggest that Hong Kong Chinese and U.S. negotiators vary substantially in how they negotiate via email and face to face, which results in differences in distributive outcomes.

When Cultures Clash Electronically: The Impact of E-Mail and Culture on Negotiation Behavior

Hypotheses based on e-mail features and cultural norms predicted differences in the use of aggressive opening offers and individual gains between Hong Kong Chinese and U.S. negotiators. Study 1 examined intra-cultural negotiations and Study 2 investigated inter-cultural negotiations. Taken together, the two studies suggest that Hong Kong and U.S. negotiators vary substantially in the manner in which they negotiate via email and face-to-face, which resulted in differences in individual gains.

Why am I here? The influence of group and relational attributes on member-initiated team selection

Many organizations have moved to adopt high performance work designs in an effort to enhance organizational flexibility while increasing efficiency, output, and product quality. As a result, the use of voluntary organization-sponsored teams such as task forces, project teams and quality improvement teams has become increasingly common. Relatively little research, however, has examined the process through which the membership of such groups is assembled. Even less is understood about the factors that encourage greater employee participation in these types of teams. Relying on social exchange theory, social identity theory, and the diversity literature, we explore the group creation process from the individual as perspective. Specifically, we explore the factors that motivate an individual to join a particular team. Propositions relating the influence of group and relational attributes to member-initiated team selection are then developed that further expand our understanding of the effects of group attractiveness, social categorization, relational demography and network processes on group creation. In closing, we discuss the implications of our model for managers and suggest some directions for future research.