J. Keith Murnighan
J. Keith Murnighan

MANAGEMENT & ORGANIZATIONS
Harold H. Hines Jr. Professor of Risk Management
Professor of Management & Organizations

Print Overview

J. Keith Murnighan is the Harold H. Hines Jr. Distinguished Professor of Risk Management at the Kellogg School of Management, Northwestern University. He earned his Ph.D. and MS degrees in social psychology and a BS in psychology from Purdue University. Prior to joining Kellogg in 1996, he taught at the Universities of Illinois and British Columbia. He has also had visiting appointments at the London Business School, the Center for Advanced Study in the Behavioral Sciences at Stanford, the University of Warwick, Coventry, England, Ecole Superieure des Sciences Economiques et Commerciales (ESSEC) outside Paris, and the Fuqua School of Business at Duke University. He teaches in Kellogg’s Executive MBA programs around the world, including Hong Kong, Germany, Toronto, and Miami (the Latin American program). His courses address leadership, negotiation, team building, decision-making, trust, and conflict.

Professor Murnighan has received numerous awards including the Top Faculty Member Award from the Kellogg-Hong Kong Executive MBA program (twice), Teaching Excellence Awards from the University of Illinois and the University of British Columbia, and the Professor of the Year Award from the MBA Association at the University of Illinois.

In 2015 he will receive the Lifetime Achievement Award from the International Association of Conflict Management. In 2010 he received an Honorary Doctor of Science in Economics, in recognition of distinguished contributions to the field of Management and Organization Studies, from the London Business School. In 2006 he received the Distinguished Educator Award from the Academy of Management, a Career Achievement award.

His research has been published in many different academic journals, primarily in organizational behavior, psychology, and economics. His books include The Dynamics of Bargaining Games (Prentice Hall, 1991), Bargaining Games: A New Approach to Strategic Thinking in Negotiations (William Morrow, 1992), Social Psychology in Organizations: Advances in Theory and Research (Prentice Hall, 1993), The Art of High-Stakes Decision-Making: Tough Calls in a Speed-Driven World (with John Mowen; John Wiley & Sons, 2002), Social Psychology and Economics (with David De Cremer and Marcel Zeelenberg: Lawrence Erlbaum, 2006), and Social Psychology and Organizations (with David De Cremer and Rolf van Dick: Psychology Press, 2010). His seventh book is Do Nothing! How to Stop OverManaging and Become a Great Leader. Portfolio/Penguin, June 2012.

Professor Murnighan teaches regularly in executive programs in the US, Canada, the Middle East, Asia, and Europe. He is an active consultant and trainer and has worked with several major corporations, including the American Dental Association, Allscripts, Aon, CareerBuilder, Caterpillar, CDW, DHL, Ernst & Young, Jefferson Wells, Kraft, the Metro Achievement Center, Motorola, the National Wildlife Federation, Pfizer, Sanofi Pasteur, ToysRUs, the United States Olympic Committee, the Women’s Food Foundation, and the Young Presidents Organization, among others.



Areas of Expertise
Diversity
Ethics
Group Decision-Making
Group Dynamics
Leadership
Leading High-Impact Teams
Negotiations
Psychology
Risk Management
Teams

Print Vita
Education
PhD, 1974, Social Psychology, Purdue University
MS, 1972, Social Psychology, Purdue University
BA, 1970, Psychology, Purdue University

Academic Positions
Professor (courtesy), Psychology, Northwestern University, 2012-present
Harold H. Hines Jr. Distinguished Professor of Risk Management, Kellogg School of Management, Northwestern University, 1996-present
Visiting Professor, Springs, Indian School of Business, 2002-2004
Visiting Professor, Guanghua School of Business, Beijing University, 2002-2002
Visiting Professors, Summers of '99, '01, '02, Spring '07, London Business School, 1999-2007
W. J. Van Dusen Distinguished Professor, Commerce and Business Adminstration, University of British Columbia, 1993-1996
Visiting Professor, Fuqua School of Business, Duke University, 1986-1988
Visiting Professor, Ecole Superieure des Sciences Economiques et Commerciales, 1984-1984
Research Professor, Bureau of Economic and Business Research, University of Illinois Urbana-Champaign, 1983-1984
Visiting Professor, Department of Business Studies, University of Warwick, 1981-1981
Research Associate, Center for Advanced Study, University of Illinois Urbana-Champaign, 1975-1976
Assistant, Associate, and Full Professor, Business Administration, University of Illinois Urbana-Champaign, 1974-1993
Graduate Research and Teaching Assistant, Purdue University, 1970-1974

Other Professional Experience
Director, Stanford University, Institute on Negotiation and Dispute Resolution, Center for Advanced Study in the Behavioral Sciences, 1992-1992

Grants and Awards
Lifetime Achievement Award, International Association for Conflict Management, two years
Outstanding Book Award for Do Nothing! How to Stop Overmanaging and Become a Great Leader, International Association of Conflict Management
Outstanding Article Award, JPSP, 102: 132-148, International Association for Conflict Management
Clarence L. Ver Steeg Graduate Faculty Award, Northwestern University, 2009-2010
Honorary Doctor of Science (Economics), London Business School, 2010
Best Professor, Executive MBA Program, Kellogg-Hong Kong University of Science and Technology, 2009
Visiting Scholar, Dispute Resolution Research Center, Kellogg School of Management, Northwestern University, 1991
Fellow, Center for Advanced Study in the Behavioral Sciences, 1990

Editorial Positions
Ad-hoc Reviewer, Administrative Science Quarterly and others listed on my vita

Print Research
Research Interests
Decision making, negotiations, group dynamics, behavioral game theory, trust, fairness, team building, ethics, and emotions

Articles
Effron, Daniel, Bryan Christopher and J. Keith Murnighan. Forthcoming. Cheating at the end to avoid regret. Journal of Personality and Social Psychology.
Gunia, Brian and J. Keith Murnighan. Forthcoming. The tell-tale gaze: detecting intrapersonal emotional signals in the decision making progress. Plos ONE.
Whitson, Jennifer, C Wang, M. See, W. Baker and J. Keith Murnighan. Forthcoming. How, when, and why recipients and observers reward good deeds and punish bad deeds. Organizational Behavior and Human Decision Processes.
Wang, Long, Chen-Bo Zhong and J. Keith Murnighan. 2014. The Social and Ethical Consequences of a Calculative Mindset. Organizational Behavior and Human Decision Processes.
Wang, Long and J. Keith Murnighan. 2014. Money, Emotions, and Ethics across Individuals and Countries. Journal of Business Ethics.
Chou, Eileen and J. Keith Murnighan. 2013. Life or Death Decisions: Framing the Call for Help. PLoS ONE.: 10.1371/journal.pone.0057351.
Wang, Long and J. Keith Murnighan. 2013. The Generalist Bias. Organizational Behavior and Human Decision Processes. 120(1): 47-61.
Murnighan, J. Keith. 2014. Doing too much as a leader doesn't work. AAOS Now. 8(2): 29.
Gunia, Brian, Long Wang, Li Huang, Jiunwen Wang and J. Keith Murnighan. 2012. Contemplation and Conversation: Subtle Influences on Moral Decision Making. Academy of Management Journal. 55(1): 13-33.
Halevy, Nir, Eileen Chou, Adam Galinsky and J. Keith Murnighan. 2012. When Hierarchy Wins: Evidence from the National Basketball Association. Social Psychological and Personality Science. 3: 398-406.
Halevy, Nir, Eileen Chou and J. Keith Murnighan. 2012. Mind Games: The Mental Representation of Conflict. Journal of Personality and Social Psychology. 102: 132-148.
Wang, Cynthia, N Sivanathan, Jayanth Narayanan, Deshani Ganegoda, Monika Bauer, G. B. Bodenhausen and J. Keith Murnighan. 2011. Retribution and Rumination: The Effect of Time Delay in Angry Economic Interactions. Organizational Behavior and Human Decision Processes. 116(1): 46-54.
Wang, Long, Deepak Malhotra and J. Keith Murnighan. 2011. Economics Education and Greed. Academy of Management Learning and Education. 10(4): 643-660.
Levin, Daniel Z., Jorge Walter and J. Keith Murnighan. 2011. Dormant Ties: The Value of Reconnecting. Organization Science. 22: 923-939.
Jordan, Joanne M., Elizabeth Mullen and J. Keith Murnighan. 2011. Striving for the Moral Self: The Effects of Recalling Past Moral Actions on Future Moral Behavior. Personality and Social Psychology Bulletin. 37: 701-713.
Beest, Iljavan, Wolfgang Steinel and J. Keith Murnighan. 2011. Honesty Pays: On the Benefits of Having and Disclosing Information in Coalition Bargaining. Journal of Experimental Social Psychology. 47: 738-747.
De Cremer, D., Ann Tenbrunsel, M. Pillutla and J. Keith Murnighan. 2011. Understanding Ethical Behavior and Decision Making in Management: A Behavioral Business Ethics Approach. Introduction to a Special Issue on Ethical Behavior and Decision Making. British Journal of Management. 22: 1-4.
Huang, Li and J. Keith Murnighan. 2010. What’s In a Name? Subliminally Activating Trusting Behavior. Organizational Behavior and Human Decision Processes. 111: 62-70.
Levin, Daniel Z., Jorge Walter and J. Keith Murnighan. 2011. The Power of Reconnecting. MIT Sloan Management Review. 52: 45-50.
Zhong, Chen-Bo, Gillian Ku, Robert B. Lount and J. Keith Murnighan. 2009. Compensatory Ethics. Journal of Business Ethics. 92: 323-339.
Cohen, Taya, Brian Gunia, SunYoung Kim-Jun and J. Keith Murnighan. 2009. Do Groups Lie More than Individuals? Honesty and Deception as a Function of Strategic Self-interest. Journal of Experimental Social Psychology. 45: 1321-1324.
Wang, Cynthia, Adam Galinsky and J. Keith Murnighan. 2009. Bad Drives Psychological Reactions but Good Propels Behavior: Responses to Honesty and Deception. Psychological Science. 20: 634-644.
Lount, Robert B., Chen-Bo Zhong, Niro Sivanathan and J. Keith Murnighan. 2008. Getting Off on the Wrong Foot: Restoring Trust and the Timing of a Breach. 34: 1601-1612.
Malhotra, Deepak, Gillian Ku and J. Keith Murnighan. 2008. When Winning Is Everything. Harvard Business Review. 86(5): 78-86.
Sivanathan, Niro, Madan M. Pillutla and J. Keith Murnighan. 2008. Power Gained, Power Lost. Organizational Behavior and Human Decision Processes. 105(2): 135-146.
Zhong, Chen-Bo, Jeffrey Loewenstein and J. Keith Murnighan. 2007. Speaking the Same Language: The Cooperative Effects of Labeling in the Prisoners' Dilemma. Journal of Conflict Resolution. 51(3): 431-456.
Ku, Gillian, Adam Galinsky and J. Keith Murnighan. 2006. Starting Low but Ending High: A Reversal of the Anchoring Effect in Auctions. Journal of Personality and Social Psychology. 90(6): 975-986.
Ku, Gillian, Deepak Malhotra and J. Keith Murnighan. 2005. Towards a competitive arousal model of decision making: a study of auction fever in live and internet auctions. Organizational Behavior and Human Decision Processes. 96(2): 89-103.
Lau, Dora C. and J. Keith Murnighan. 2005. Interactions within Groups and Subgroups: The Effects of Demographic Faultlines. Academy of Management Journal. 48(4): 645-659.
Oesch, John M. and J. Keith Murnighan. 2003. Egocentric Perceptions of Relationship, Competence, and Trustworthiness on Salary Allocation Choices. Social Justice Research. 16(1): 53-78.
Pillutla, Madan M. and J. Keith Murnighan. 2003. Fairness in Bargaining. Social Justice Research. 16(3): 241-262.
Pillutla, Madan M., Deepak Malhotra and J. Keith Murnighan. 2003. Attributions of Trust and the Calculus of Reciprocity. Journal of Experimental Social Psychology. 39(5): 448-455.
Croson, Rachel T.A, Terry L Boles and J. Keith Murnighan. 2003. Cheap Talk in Bargaining Experiments: Lying and Threats in Ultimatum Games. Journal of Economic Behavior & Organization. 51(2): 143-159.
Malhotra, Deepak and J. Keith Murnighan. 2002. The effects of formal and informal contracts on interpersonal trust. Administrative Science Quarterly. 47(3): 534-559.
Bottom, William P, Kevin W. Gibson, Steven E Daniels and J. Keith Murnighan. 2002. When talk is not cheap: Substantive penance and expressions of intent in the reestablishment of cooperation. Organization Science. 13(5): 497-513.
Murnighan, J. Keith. 2002. The Delights of History, the Thrill of the Present, and Hopes for the Future: Looking at a New Millennium for the Field of Organizational Behavior-Observations, Reflections, and Anticipation. Journal of Management Inquiry. 11: 13-15.
Murnighan, J. Keith. 2002. A Very Extreme Case of the Dollar Auction. Journal of Management Education. 26(1): 56-69.
Murnighan, J. Keith, John M. Oesch and Madan M. Pillutla. 2001. Player Types and Self Impression Management In Dictatorship Games: Two Experiments. Games and Economic Behavior. 37(2): 388-414.
Lee, JulieAnne and J. Keith Murnighan. 2001. The empathy-prospect model and the choice to help. Journal of Applied Social Psychology. 31(4): 816-839.
Boles, Terry L, Rachel T.A Croson and J. Keith Murnighan. 2000. Deception and Retribution in Repeated Ultimatum Bargaining. Organizational Behavior and Human Decision Processes. 83(2): 235-259.
Murnighan, J. Keith, Linda Babcock, Leigh Thompson and Madan M. Pillutla. 1999. The Information Dilemma in Negotiations: Effects of Experience, Incentives, and Integrative Potential. International Journal of Conflict Management. 10(4): 313-339.
Gibson, Kevin W., William P Bottom and J. Keith Murnighan. 1999. Once Bitten: Defection and Reconciliation in a Cooperative Enterprise. Business Ethics Quarterly. 9(1): 69-85.
Murnighan, J. Keith and MichaelScott Saxon. 1998. Ultimatum bargaining by children and adults. Journal of Economic Psychology. 19(4): 415-445.
Lau, Dora C. and J. Keith Murnighan. 1998. Demographic Diversity and Faultlines: The Compositional Dynamics of Organizational Groups. Academy of Management Review. 23(2): 325-340.
Moore, Don A. and J. Keith Murnighan. 1999. Alternative Models of the Future of the Social Psychology of Negotiations. Negotiation Journal. 15(4): 347-353.
Kim, JaeWook and J. Keith Murnighan. 1997. The effects of connectedness and self interest in the organizational volunteer dilemma. International Journal of Conflict Management. 8(1): 32-51.
Pillutla, Madan M. and J. Keith Murnighan. 1996. Unfairness, anger, and spite: Emotional rejections of ultimatum offers. Organizational Behavior and Human Decision Processes. 68(3): 208-224.
Parks, JudiMcLean, Terry L Boles, Donald E Conlon, Eros DeSouza, Wallace Gatewood, Kevin W. Gibson, Jennifer J. Halpern, Don C. Locke, Jamie C. Nekich, Paul G. Straub, George Wilson and J. Keith Murnighan. 1996. Distributing adventitious outcomes: Social norms, egocentric martyrs, and the effects on future relationships. Organizational Behavior and Human Decision Processes. 67(2): 181-200.
Foreman, Peter and J. Keith Murnighan. 1996. Learning to avoid the winner's curse. Organizational Behavior and Human Decision Processes. 67(2): 170-180.
Straub, Paul G. and J. Keith Murnighan. 1995. An experimental investigation of ultimatums: Common knowledge, fairness, expectations, and lowest acceptable offers. Journal of Economic Behavior and Organization. 27(3): 345-364.
Pillutla, Madan M. and J. Keith Murnighan. 1995. Being fair or appearing fair: Strategic behavior in ultimatum bargaining. Academy of Management Journal. 38(5): 1408-1426.
Lim, StephenGhee-Soon and J. Keith Murnighan. 1994. Phases, deadlines, and the bargaining process. Organizational Behavior and Human Decision Processes. 58(2): 153-171.
Conlon, Donald E, Peter J Carnevale and J. Keith Murnighan. 1994. Intravention: Third party intervention with clout. Organizational Behavior and Human Decision Processes. 57(3): 387-410.
Murnighan, J. Keith, JaeWook Kim and A.Richard Metzger. 1993. The volunteer dilemma. Administrative Science Quarterly. 38(4): 515-538.
Kahn, Lawrence M. and J. Keith Murnighan. 1993. Conjecture, uncertainty, and cooperation in prisoner's dilemma games: Some experimental evidence. Journal of Economic Behavior and Organization. 22(1): 91-117.
Kahn, Lawrence M. and J. Keith Murnighan. 1993. A general experiment on bargaining in demand games with outside options. American Economic Review. 83(5): 1260-1280.
Murnighan, J. Keith and Kenneth Bettenhausen. 1991. The development of an intragroup norm and the effects of interpersonal and structural challenges. Administrative Science Quarterly. 36(1): 2-35.
Murnighan, J. Keith and Donald E Conlon. 1991. The dynamics of intense work groups: A study of British string quartets. Administrative Science Quarterly. 36(2): 165-186.
Murnighan, J. Keith. 1991. Cooperating when you know your outcomes will differ. Simulation and Gaming. 22(4): 463-475.
Murnighan, J. Keith and Max H Bazerman. 1990. A perspective on negotiation research in accounting and auditing. Accounting Review. 65(3): 642-657.
Roth, Alvin E., J. Keith Murnighan and Francoise Schoumaker. 1988. The deadline effect in bargaining: Some experimental evidence. American Economic Review. 78(4): 806-823.
Murnighan, J. Keith, Alvin E. Roth and Francoise Schoumaker. 1988. Risk Aversion in bargaining: An experimental study. Journal of Risk and Uncertainty. 1(1): 101-124.
Murnighan, J. Keith, Alvin E. Roth and Francoise Schoumaker. 1987. Risk Aversion and Bargaining: Some Preliminary Experimental Results. European Economic Review. 31(1-2): 265-271.
Wagner, John A. and J. Keith Murnighan. 1986. Nuts and dilemmas: A research note. Behavioral Science. 31(4): 254-259.
Murnighan, J. Keith. 1986. The structure of mediation and intravention: Comments on Carnevale's strategic choice model. Negotiation Journal. 2(4): 351-356.
Bettenhausen, Kenneth and J. Keith Murnighan. 1985. The emergence of norms in competitive decision making groups. Administrative Science Quarterly. 30(3): 350-372.
Murnighan, J. Keith. 1985. Coalitions in decision-making groups: Organizational analogs. Organizational Behavior and Human Decision Processes. 35(1): 1-26.
Albers, Wulf, Helmut Crott and J. Keith Murnighan. 1985. The formation of blocs in an experimental study of coalition formation. Journal of Occupational Behavior. 6(1): 33-48.
Bartunek, Jean M and J. Keith Murnighan. 1984. Reflecting on the Nominal Group Technique: Altering the basic procedure and its underlying assumptions. Group and Organization Studies. 9(3): 417-432.
Murnighan, J. Keith and Alvin E. Roth. 1983. Expecting continued play in prisoner's dilemma games: A test of several models. Journal of Conflict Resolution. 27(2): 297-300.
Murnighan, J. Keith. 1983. Discussions with British string quartets: A preliminary report. American Ensemble. 6(3): 10-11.
Roth, Alvin E. and J. Keith Murnighan. 1982. The Role of Information in Bargaining: An Experimental Study. Econometrica. 50(5): 1123-1142.
Boje, David M and J. Keith Murnighan. 1982. Group Confidence Pressures in Iterative Decisions. Management Science. 28(10): 1187-1196.
Murnighan, J. Keith. 1982. Evaluating theoretical predictions in the social sciences: Coalition theories and other models. Behavioral Science. 27(2): 125-130.
Murnighan, J. Keith. 1981. Training independent social scientist. Exchange, The Organizational Behavior Teaching Journal. 6(3): 9-11.
Roth, Alvin E., Michael W.K. Malouf and J. Keith Murnighan. 1981. Sociological versus strategic variables in bargaining. Journal of Economic Behavior and Organization. 2(2): 153-178.
Murnighan, J. Keith. 1981. Defectors, vulnerability and relative power: Some causes and effects of leaving a stable coalition. Human Relations. 34(7): 589-609.
Murnighan, J. Keith. 1981. Group decision making: What strategies should you use?. Management Review. 70(2): 55-62.
Murnighan, J. Keith and Alvin E. Roth. 1980. The effects of group size and communication availability on coalition bargaining in a veto game. Journal of Personality and Social Psychology. 39(1): 92-103.
Murnighan, J. Keith and Eugene Szwajkowski. 1979. Coalition bargaining in four games that include a veto player. Journal of Personality and Social Psychology. 37(11): 1933-1946.
Murnighan, J. Keith. 1978. Strength and weakness in four coalition situations. Behavioral Science. 23(3): 195-208.
Murnighan, J. Keith. 1978. Models of coalition behavior: Game theoretic, social psychological and political perspectives. Pyschological Bulletin. 85(5): 1130-1153.
Castore, Carl H and J. Keith Murnighan. 1978. Determinants of support for group decisions. Organizational Behavior and Human Performance. 22(1): 75-92.
Murnighan, J. Keith and Alvin E. Roth. 1978. Large group bargaining in a characteristic function game. Journal of Conflict Resolution. 22(2): 299-317.
Roth, Alvin E. and J. Keith Murnighan. 1978. Equilibrium behavior and repeated play in prisoners' dilemma games. Journal of Mathematical Psychology. 17(2): 189-198.
Murnighan, J. Keith and Alvin E. Roth. 1977. The effects of communication and information availability in an experimental study of a three-person game. Management Science. 23(12): 1336-1348.
Murnighan, J. Keith, Samuel S. Komorita and Eugene Szwajkowski. 1977. Theories of Coalition Formation and the Effects of Reference Groups. Journal of Experimental Social Psychology. 13(2): 166-181.
Murnighan, J. Keith and Thomas K. Leung. 1976. The effects of leadership involvement and the importance of the task on subordinates' performance. Organizational Behavior and Human Performance. 17(2): 229-310.
Moskowitz, Herbert and J. Keith Murnighan. 1976. Information centralization of organizational information structures via reports of exceptions. Journal of Business Research. 4(2): 145-162.
Murnighan, J. Keith and Carl H Castore. 1975. An experimental test of three choice shift hypotheses. Memory and Cognition. 3: 171-174.
Moskowitz, Herbert and J. Keith Murnighan. 1975. Reports of exceptions: An experimental study of centralized information in a financial organization. Omega. 3(2): 229-233.
Working Papers
Brett, Jeanne, Jing Jing Yao, Zhixue Zhang and J. Keith Murnighan. 2015. Understanding Generalized Trust in China: The Sources of Positive Experience Matter.
Wang, L., J. Keith Murnighan and J.K. White. 2014. White lies, trust, and the harsh truth.
Chou, Eileen, Nir Halevy and J. Keith Murnighan. 2014. Less specific contracts stimulate motivation, commitment, and performance.
Chou, Eileen, J.J. Katz, Nir Halevy and J. Keith Murnighan. 2014. Taking turns: A potent process for the development of trust and reciprocity.
Lucas, Brian, Adam D. Galinsky and J. Keith Murnighan. 2014. When and why perspective-taking increases moral condemnation.
Wang, L. and J. Keith Murnighan. 2014. Fair hair and black hearts: The dynamic of interactions of white and black lies.
Walter, Jorge, Daniel Z. Levin and J. Keith Murnighan. Forthcoming. Reconnection choices: selecting the most valuable (vs. most preferred) dormant ties. Organizational Science.
Wang, Long and J. Keith Murnighan. 2014. Long-term Contracts and the Motivational Force of a Noteworthy Award.
Sivanathan, N, L Huang and J. Keith Murnighan. 2014. Beauty shines bright in the company of ugly: trust, agency, and social comparison.
Ku, G., Adam Galinsky and J. Keith Murnighan. 2014. The psychological potency of low starting prices plus puffery in auctions.
Book Chapters
Murnighan, J. Keith. 2012. "Game Theory." In The Palgrave Encyclopedia of Strategic Management, edited by Mie Augier and David Teece, New York: Palgrave Macmillan.
Beest, Iljavan and J. Keith Murnighan. 2012. "Coalitions." In The Palgrave Encyclopedia of Strategic Management, edited by Mie Augier and David Teece, New York: Palgrave Macmillan.
Murnighan, J. Keith. Forthcoming. "A General Model for Experimental Inquiry in Economics and Social Psychology." In Methods of Modern Experimental Economics, edited by Guillaume Frechette and Andrew Schotter, New York: Oxford University Press.
Halevy, Nir, Eileen Chou and J. Keith Murnighan. 2011. "Games Groups Play: Mental Models in Intergroup Conflict and Negotiation and the Perception of Conflict." In Research on Managing Groups and Teams: Negotiation and Groups, edited by Mannix, E., Neale, M. & Overbeck, J., vol. 14, 79-107. London, England: Emerald.
De Cremer, D. and J. Keith Murnighan. 2010. "On Social Beings and Organizational Animals: A Social Psychological Approach to Organizations." In Social Psychology and Organizations, edited by De Cremer, D., Van Dick, R., & Murnighan, J. K., New York: Psychology Press.
Murnighan, J. Keith and Kevin W. Gibson. 2009. "From Theory to Practice: Messick and Morality." In Social Decision Making: Social Dilemmas, Social Values, and Ethical Judgments, edited by R. Kramer, A. Tenbrunsel and M. Bazerman, 265-290. New York: Routledge.
Lau, Dora C. and J. Keith Murnighan. 2009. "Faultlines." In Encyclopedia of Group Processes and Intergroup Relations, edited by J. Levine and M. Hogg, Thousand Oaks, CA: Sage Publications.
Kahn, Lawrence M. and J. Keith Murnighan. 2008. "Payoff Uncertainty and Cooperation in Finitely-repeated Prisoner's Dilemma Games." In Handbook of Experimental Economic Results, edited by Charles Plott and Vernon Smith, vol. 1, 598-606. Amsterdam: North Holland: Elsevier.
Murnighan, J. Keith. 2008. "Fairness in Ultimatum Bargaining." In Handbook of Experimental Economic Results, edited by Charles Plott and Vernon Smith, vol. 1, 436-453. Amsterdam: North Holland: Elsevier.
Murnighan, J. Keith. 2006. "Self-interest and morality in ethical decision-making: Implications in a group context and a preliminary test." edited by A. Tenbrunsel, E. Mannix, M. Neale, London: Elsevier.
De Cremer, David, Marcel Zeelenberg and J. Keith Murnighan. 2006. "Social Animals and Economic Beings: On Unifying Social Psychology and Economics." In Social Psychology and Economics, edited by D. De Cremer, D. Zeelenberg and J. K. Murnighan, 3-16. Mahwah, NJ: Lawrence Erlbaum Associates.
Murnighan, J. Keith and Alvin E. Roth. 2006. "Some of the ancient history of experimental economics and social psychology: Reminiscences and analysis of a fruitful collaboration." In Social Psychology and Economics, edited by David De Cremer, Marcel Zeelenberg and J. Keith Murnighan, 321-333. Mahwah, NJ: Lawrence Erlbaum Associates.
Murnighan, J. Keith, JaeWook Kim and A.Richard Metzger. 2005. "The volunteer dilemma." In Negotiation, Decision Making, and Conflict Management, edited by M.H. Bazerman, vol. 3, Cheltenham Glos, UK: Edward Elgar Publishers.
Murnighan, J. Keith. 2005. "Models of coalition behavior: Game theoretic, social psychological and political perspectives." In Negotiation, Decision Making, and Conflict Management, edited by M.H. Bazerman, vol. 3, Cheltenham Glos, UK: Edward Elgar Publishers.
Murnighan, J. Keith, Deepak Malhotra and J.Mark Weber. 2004. "Paradoxes of trust: empirical and theoretical departures from the traditional model." In Trust and Distrust in Organizations: Emerging Perspectives, edited by Roderick Kramer and Karen Cook, New York, NY: Russell Sage Foundation.
Cantelon, Debra A, Tal Elyashiv and J. Keith Murnighan. 2001. "Bounded personal ethics and the tap dance of real estate agency." In Advances in Qualitative Organizational Research, edited by J. Wagner III, J. M. Bartunek, and K. D. Elsbach, vol. 3, New York: Elsevier/JAI.
Murnighan, J. Keith. 1996. "Revising and resubmitting: Author emotions, editor roles, and the value of dialogue." In Rhythms of Academic Life, edited by P.J. Frost and S. Taylor, 135-142. Thousand Oaks, CA: Sage.
Murnighan, J. Keith. 1995. "Coalition formation. Reciprocity.." In Encyclopedia of Management, edited by C.L. Cooper and C. Argyris, 81, 545. Oxford, UK: Blackwell.
Murnighan, J. Keith. 1995. "Coalition formation. Consense. Exchange relations. Game Theory. Group cohesiveness. Prisoners' dilemma. Reciprocity.." In A Dictionary of Organizational Behavior, edited by Nigel Nicholson, 63-64, 100, 170, 187-189, 199, 443-444, 470. Oxford, UK: Blackwell.
Murnighan, J. Keith and Madan M. Pillutla. 1995. "Fairness and self-interest: Asymmetric moral imperatives in ultimatum bargaining." In Negotiation as a Social Process, edited by R. Kramer and D. Messick, 240-267. Thousand Oaks, CA: Sage.
Murnighan, J. Keith. 1994. "Game theory and organizational behavior." In Research in Organizational Behavior, edited by B.M. Staw and L.L. Cummings, vol. 16, 83-123. Greenwich, CN: JAI Press.
Murnighan, J. Keith. 1993. "Theory and research in social psychology and organizations." In Social Psychology in Organizations: Advances in Theory and Research, edited by J.K. Murnighan, Englewood Cliffs, NJ: Prentice-Hall.
Murnighan, J. Keith and Thomas R. King. 1993. "Using leverage in asymmetric dilemmas: Alternation and cooperation in complex mixed motive conflict." In A Social Psychological Approach to Social Dilemmas, edited by W. Liebrand, D. Messick, and H. Wile, 163-182. Oxford, UK: Pergamon Press.
Murnighan, J. Keith and Daniel J Brass. 1991. "Intraorganizational coalitions." In The Handbook of Negotiation Research, edited by M. Bazerman, R. Lewicki, and B. Sheppard, 283-306. Greenwich, CT: JAI Press.
King, Thomas R. and J. Keith Murnighan. 1988. "Stability and outcome tradeoffs in asymmetric dilemmas: Conditions promoting the discovery of alternating solutions." In Bounded Rational Behavior in Experimental Games and Markets, edited by R. Tietz, W. Albers, and R. Selten, 85-94. New York, NY: Springer.
Murnighan, J. Keith. 1986. "Organizational coalitions: Structural contingencies and the formation process." In Research on Negotiations in Organizations, edited by R. Lewicki, B. Sheppard, and M. Bazerman, vol. 1, Greenwich, CT: JAI Press.
Murnighan, J. Keith and David A. Vollrath. 1984. "Hierarchies, coalitions, and organizations." In Research in the Sociology of Organizations, edited by S.B. Bacharach and E.J. Lawlwer, 157-187. Greenwich, CT: JAI Press.
Roth, Alvin E. and J. Keith Murnighan. 1983. "Information and aspirations in two-person bargaining." In Aspiration Levels in Bargaining and Economic Decision Making, edited by R. Tietz, 91-103. New York, NY: Springer.
Murnighan, J. Keith. 1982. "Game theory and the structure of decision making groups." In Improving Group Decision Making in Organizations, edited by R. Guzzo, 73-95. New York, NY: Academic Press.
Other
Ventresca, Marc J. and J. Keith Murnighan. "Debating Rationality: Non-rational Aspects of Organizational Decision Making." Administrative Science Quarterly, December.
Books
Murnighan, J. Keith. 2012. Do Nothing! How to Stop Overmanaging and Become a Great Leader. New York, NY: Portfolio/Penguin.
De Cremer, David and J. Keith Murnighan. 2010. Social Psychology and Organizations. New York: Psychology Press.
De Cremer, David, Marcel Zeelenberg and J. Keith Murnighan. 2006. Social Psychology and Economics. Mahwah, NJ: Lawrence Erlbaum Associates.
Murnighan, J. Keith and John C. Mowen. 2002. The Art of High-Stakes Decision-Making: Tough Calls in a Speed-Driven World. New York, NY: John Wiley & Sons.
Murnighan, J. Keith. 1993. Social Psychology in Organizations: Advances in Theory and Research. Prentice-Hall.
Murnighan, J. Keith. 1992. Bargaining Games: A New Approach to Strategic Thinking in Negotiations. William Morrow & Sons.

 
Print Teaching
Teaching Interests
Leadership, decision making, negotiations, team building, and ethics
Executive MBA
Ethics & Executive Leadership (KPPIX-472-0)
Ethics and Executive Leadership examines the anatomy of leadership in modern organizations, highlighting the ethical challenges facing corporate leaders in the rapidly changing business environment.

Leadership and Organizations (MORSX-431-0)
This course provides students with the social science tools needed to solve organizational problems and influence the actions of individuals, groups and organizations. It prepares managers to understand how to best organize and motivate the human capital of the firm, manage social networks and alliances, and execute strategic change. This is accomplished through knowledge of competitive decision making, reward system design, team building, strategic negotiation, political dynamics, corporate culture and strategic organizational design.

Full-Time / Part-Time MBA
Bargaining (MORS-476-0)
This course combines the approaches of game theory, organization behavior and negotiations to improve students' strategy formation and implementation in a variety of bargaining games. Using hands-on exercises, students are taught to construct and enact immediate strategies, learn how well they have bargained and analyze their actions in depth. The course provides experiences in competitive and cooperative negotiations and culminates in an extended, complex bargaining simulation.

Doctoral
Economics, Social Psychology and their Experiments (MORS-522-0)
Although researchers in social psychology and economics share many interests and address many of the same topics, they do so from different points of view. This seminar focuses on how these two fields overlap and how they differ in their approach. Thus, the course pushes an appreciation of both fields as we read some of the best experimental research in both fields and how they have addressed the same set of topics. Typical topics include altruism, money, emotions, physiology, auctions, fairness, decision making, trust, gender, bargaining, cheating, social norms, prisoners’ dilemmas, social dilemmas, public goods, ultimatum, and dictatorship games.

Executive Education


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Advanced Management Program: Intensive

A condensed and immersive professional development opportunity for senior executives responsible for creating markets and driving growth in today's fast-paced, interconnected economy. A holistic approach to assessing the organizational impact of one's leadership skills and style, all supported with executive coaching.


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Advanced Management Program: The Global Experience

Kellogg offers the same core leadership content for senior executives as our Advanced Management Program: Intensive in a modular format that includes an additional week of programming. This breakthrough course design provides an unparalleled experiential global week of learning in select markets around the world.


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Business for Scientists and Engineers
Develop the business acumen to advance your life’s work. In this collaborative program, you will gain skills in marketing, leadership, finance and other management areas to build on your expertise in science or engineering. Covering topics such as taking innovation from bench to market, launching a startup, managing intellectual property and implementing negotiation strategies, this program will arm you with the tools and frameworks to face new challenges and embrace new opportunities.
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Crisis Management
A mishandled crisis situation can create significant fallout for an organization and threaten its livelihood. In Crisis Management, you will learn how to identify potential trouble areas in your business, develop a framework for crisis response and cultivate the necessary skills to turn any crisis situation from obstacle to opportunity.
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Energizing People for Performance
Commitment. Engagement. Motivation. This highly interactive program gives you the knowledge and tools to unleash the potential in others and empower them to achieve high levels of performance.

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Executive Development Program
Equipping high-potential middle to senior managers with the business knowledge and leadership skills they need to succeed in general management. Explore theory-driven knowledge and concrete strategies across all business areas and return to your workplace equipped and energized to continue to advance as a leader, decision maker and change agent.
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Governing Family Enterprises
Develop new governance and leadership skills and learn to differentiate the roles and responsibilities of owners, family members, independent directors and executives. This collaborative program will equip you to define your family enterprise’s future and move toward that future with confidence.
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Leading Family Enterprises
This four-day program is designed for the next generation of members who are or aspire to be leaders for their family enterprise. You will discover how to manage the strategic and personal pressures that are at the core of these complex enterprises.

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Leading High-Impact Teams
Instructive, insightful, inspirational and above all, practical, this program delivers knowledge, tools and techniques you can apply immediately to the complex team challenges you face every day.

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Merger Week: Creating Value Through Strategic Acquisitions and Alliances
Mergers and acquisitions are anything but one-dimensional. This program will teach you how to take a multifaceted approach to any restructuring deal, considering how finance, leadership, negotiations and strategy each contribute to your organization’s success.
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Reinventing Leadership: A Breakthrough Approach
Challenge your preconceived notions of what leadership means. Develop a new leadership mindset and a personalized strategy for maximizing your success and that of those you lead.

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