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Books & Articles

A. Books

Teams (general)

  • Thompson, L., & Cohen, T. (2010). "Metacognition in teams and organizations." In Brinol, P., & DeMarree, K.G. (Eds.), Social metacognition, New York: Psychology Press.
  • Thompson, L. (2008). Making the team: A guide for managers (3rd ed.). Upper Saddle River, NJ: Prentice Hall.
  • Behfar, K., & Thompson, L. (2007). Conflict within and between organizational groups: Functional, dysfunctional, and quasi-functional perspectives. In Thompson, L. and Behfar, K. (Eds.), Conflict in organizational teams (Ch. 1, pp.3-35). Evanston, Illinois: Northwestern University Press.
  • Behfar, K., & Thompson, L. (2007). "Conflict within and between organizational groups: Functional, dysfunctional, and quasifunctional perspectives." In Thompson, L., Behfar, K.J. (Eds.), Conflict in organizational groups: New directions in theory and practice. Evanston, IL: Northwestern University Press.
  • Thompson, L., Aranda E., & Robbins, S.P.  (2001). Tools for teams: Building effective teams in the workplace. Phoenix, AZ: University of Phoenix, Pearson Custom Publishing.
  • Thompson, L., & Fox, C. (2001). "Negotiation within and between groups in organizations: Levels of analysis." In Turner, M. (Ed.), Groups at work: Theory and research (pp. 221-266). Mahwah, NJ: Lawrence Erlbaum Associates.
  • LaFasto, F., & Larson, C (1999). When teams work best. Sage Publications. Thousand Oaks: CA.
  • Thompson, L., Levine, J.M., & Messick, D. (1999). Shared cognition in organizations: The management of knowledge. Hillsdale, NJ: Lawrence Erlbaum Associates.
  • Tropman, J.E., (1996). Making meetings work. Newbury Park, CA: Sage.
  • Levine, J. M., & Thompson, L. (1996). "Conflict In groups." In Higgins, E.T., & Kruglanski, A. (Eds.), Social psychology: Handbook of basic principles (pp. 745-776). New York: Guildford Press.
  • Katzenbach, J.R. & Smith, D.K. (1993). The wisdom of teams: Creating the high performance organization. Boston, MA: HBS.
  • Quick, T. L. (1992). Successful team building. New York, NY: AMACOM.
  • Hackman, R. (1990). Groups that work (and those that don’t): Creating conditions for effective teamwork. San Francisco, CA: Jossey-Bass.
  • Larson, C.E., & LaFasto, F.M. (1989). Teamwork: What must go right; what can go wrong. Newbury Park, CA: Sage.
  • Wang, C., & Thompson, L. (2006). "The negative and positive psychology of leadership and group research." In Lawler, E.J., Thye, S.R. (Eds.), Social psychology of the workplace (vol. 23, 31-62). Elsevier.
  • Thompson, L. & Rosette, A.S. (2004). "Leading by analogy." In Chowdhury, S. (Ed.), Next generation business handbook (pp. 75-90). Hoboken, NJ: John Wiley & Sons.
  • Goleman, D. (2003). Primal leadership.
  • Yukl, G. (2002). Leadership in organizations (5th ed.). Upper Saddle River, NJ: Prentice Hall.
  • Hackman, R. (2002). Leading teams. Boston, MA: HBS.
  • Stephan, E.G., & Pace, R.W. (2002). Powerful leadership. Upper Saddle River, NJ: Prentice Hall.
  • Shriberg, A., Lloyd, C., Shriberg, D.L., & Williamson, M.L. (1997). Practicing leadership. New York: Wiley.
  • Nahavandi, A. (1997). The art and science of leadership. Upper Saddle River, NJ: Prentice Hall.

Team Design & Compensation

  • Lawler, E.E. (2000). Rewarding excellence: Pay strategies for the new economy. Jossey-Bass.
  • Sundstrom, E. (1999). Supporting work team effectiveness. San Francisco: Jossey-Bass.
  • Mohrman, S.A., Cohen, S.G., & Mohrman, A.M. (1995). Designing team-based organizations. San Francisco: Jossey-Bass.
  • Orsburn, J.D.., Moran, L., Musselwhite, E., & Zenger, J.H. (1990). Self-directed work teams. Chicago: Irwin.

Diversity/Creativity

  • Thompson, L., & Choi, H-S. (2006). Creativity and innovation in organizational teams. Mahwah, NJ: Lawrence Erlbaum.
  • Choi, H-S., & Thompson, L. (2006). "Membership change in groups: Implications for group creativity." In Thompson, L., & Choi, H-S. (Eds.), Creativity and innovation in organizational teams (pp. 87-108). Mahwah, NJ: Lawrence Erlbaum Associates.
  • Thompson, L., & Choi, H-S. (2005). Creativity and innovation in organizations. Mahwah: NJ: Lawrence Erlbaum.
  • Gibson, C. B., & Cohen, S. G. (Eds.). (2003). Virtual teams that work: Creating conditions for virtual team effectiveness. San Francisco: Jossey-Bass.
  • Jackson, S.E., & Ruderman, M.N. (1995). Diversity in work teams. Washington, D.C: APA.

Negotiations

  • Thompson, L. (2012). The mind and heart of the negotiator (5th ed.). Upper Saddle River, NJ: Prentice Hall.
  • Thompson, L., Wang, J., & Gunia, B. (2010). "Negotiation." In Fiske, S. (Ed.), Annual Review of Psychology (vol. 61).
  • Thompson, L. (2008). The truth about negotiations. Upper Saddle River, NJ: Pearson Education.
  • Thompson, L. (2006). Negotiation theory and research. New York, NY: Psychology Press.
  • Lowenstein, J., & Thompson, L. (2006). "Learning to negotiate: Novice and experienced negotiators." In Thompson, L. (Ed.), Negotiation Theory and Research (pp. 77-97). New York, NY: Psychology Press.
  • Thompson, L., Lowenstein, J. & Gentner, D. (2004). "Avoiding missed opportunities in managerial life: Analogical training more powerful than individual case training." In Bazerman, M.H., & Elgar, E. (Eds.), Negotiation, decision making, and conflict management.
  • Thompson, L., Neale, M.A., & Sinaceur, M. (2004). "The Evolution of cognition biases in negotiation research: An examination of cognition, social perception, motivation." In Gelfand, M., & Brett, J. (Eds.), The Handbook of Negotiation and Culture (pp. 7-44). Palo Alto, CA: Stanford University Press.
  • Thompson, L., & Lowenstein, J. (2003). "Mental models of negotiation: Descriptive, prescriptive and paradigmatic implications." In Hogg, M.A., & Cooper, J. (Eds.), The SAGE Handbook of Social Psychology (pp.494-511). London, UK: Sage Publications.
  • Thompson, L.Medvec, V., Seiden, V., & Kopelman, S. (2001). "Poker face, smiley face, and rant and rave: Myths and realities about emotion in negotiation." In Hogg, M.A., & Tindale, S. (Eds.), Blackwell handbook in social psychology: Group processes (vol. 3, pp. 139-163). Cambridge, UK: Blackwell Publishing.
  • Thompson, L., Nadler, J., & Kim, P.H. (1999). "Some like it hot: The case for the emotional negotiator." In Thompson, L., Levine, J., & Messick, D. (Eds.), Shared Cognition in organizations: The management of knowledge (pp. 139-162). Hillsdale, NJ: Lawrence Erlbaum.
  • Bazerman, M. H., Mannix, E.A. & Thompson, L. (1988). "Groups as mixed motive negotiations." In Lawler, E.J., & Markovsky, B. (Eds.), Advances in group processes: Theory & research (vol. 5, pp. 195-216). Greenwich, CT: JAI Press.
  • Thompson, L., Peterson, E., & Kray, L.J. (1995). "Social context in negotiation: An information processing perspective." In Kramer, R., & Messick, D. (Eds.), Negotiation as a social process (pp. 5-36). New York: Russell Sage.
  • Gibson, K. W., Thompson, L. & Bazerman, M.H. (1994). "Biases and rationality in the mediation process." In Heath, L., Bryant, F., Edwards, J., Henderson, E., Myers, J., Posavac, E., Suarez-Balcazar, Y., & Tindale, R. (Eds.), Application of heuristics and biases to social issue (vol. 3, pp. 163-183). New York: Plenum.
  • Thompson, L., & Hastie, R. (1990). "Judgment tasks and biases in negotiation." In Sheppard, B.H., Bazerman, M.H., & Lewicki, R.J. (Eds.), Research in negotiation in organizations (vol. 2, pp. 31-54). Greenwich, CT: JAI Press.
  • Bazerman, M. H., Mannix, E.A., Sondak, H., & Thompson, L.. (1990). "Negotiation behavior and decision processes in dyads, groups, and markets." In Carroll, J.S. (Ed.), Applied social psychology and organizational settings (pp. 13-44). Beverly Hills, CA: Sage.
  • Bazerman, M.H., Gibbons, R.S., Thompson, L. & Valley, K.L. (1998). "Can negotiators outperform game theory?." In Halpern, J. & Stern, R. (Eds.), Debating rationality: Nonrational aspects of organizational decision-making (pp. 78-98). Ithaca, New York: ILR Press.

Organizational Behavior

  • Thompson, L. (2008). Organizational behavior today. Upper Saddle River, NJ: Prentice Hall.
  • Thompson, L., & Pozner, J-E. (2007). "Organizational behavior." In Higgins, E.T., & Kruglanski, A. (Eds.), Social psychology: A handbook of basic principles (2nd ed.). New York, NY: Guildford Press.
  • Kray, L.J., & Thompson, L. (2004). "Gender Stereotypes and negotiation performance: An examination of theory and research." In Kramer, R.M., & Staw, B. (Eds.), Research in organizational behavior (vol. 26, pp. 103-182). Greenwich, CT: JAI press.
  • Thompson, L. (2003). The Social psychology of organizational behavior: Key readings. New York, NY: Psychology Press.
  • Thompson, L., Kern, M.C., & Loyd, D. (2003). "Research methods of micro organizational behavior." In Sansone, C., Morf, C. & Panter, A. (Eds.), The SAGE handbook of methods in social psychology (pp. 457-470). Thousand Oaks, CA: SAGE Publications.
  • Mitchell, T. R., & Thompson, L. (1994). "A theory of temporal adjustments of the evaluation of events: Rosy Prospection and Rosy Retrospection." In Stubbart, C., Porac, J., & Meindl, J. (Eds.), Advances in managerial cognition and organizational information-processing (vol. 5, pp. 85-114). Greenwich, CT: JAI Press.

Conflict Resolution

  • Thompson, L., Nadler, J., & Lount, R.B. (2006). "Judgmental biases in conflict resolution and how to overcome them." In Deutsch, M., & Coleman, P. (Eds.), The Handbook of conflict resolution: Theory and practice (2nd ed.). San Francisco, CA: Jossey Bass.

Articles (Academic)

2011

  • Smith, E., Menon, T., and Thompson, L. (2011). The cognitive activation of social networks: High and low status groups elicit different network structures under job threat. Organization Science.
  • Lee, S. and Thompson, L. (2011). Do agents negotiate for the best (or worst) interest of principals? Secure, anxious, and avoidant principal-agent attachment. Journal of Experimental Social Psychology, 47, 681-684.
  • Thompson, L. and Cohen, T. (2011). Metacognition in teams and organizations. In P. Brinol and K. DeMaree (Eds.). Social meta-cognition: Frontiers of social psychology. Chapter 15, 283-302, Psychology press.
  • Thompson, L. (2011). Making the team. 4th Edition. Pearson: Upper Saddle River, NJ.
  • Cohen, T. and Thompson, L. (2011). When are teams an asset in negotiation and when are they a liability? In B. Mannix, M. Neale, and J. Overbeck (Eds.). Research on managing groups and teams: Negotiation in groups, 14, 3-34.

2010

  • Menon, T., & Thompson, L. (2010). Envy at work. Harvard Business Review 88(4), 74-79.

2009

  • Tenbrunsel, A. E., Wade-Benzoni, K.A., Medvec, V., Thompson, L., & Bazerman, M.  (2009). The reality and myth of sacred issues in ideologically-based negotiations. Negotiation and Conflict Management Research.
  • Crotty, S.K., & Thompson, L. (2009). When your heart isn’t smart: How different types of regret change decisions and profits. International Journal of Conflict Management, 20(4), 315-339.
  • Gentner, D., Loewenstein, J., Thompson, L., & Forbus, K.D. (2009). Reviving inert knowledge: Analogical abstraction supports relational retrieval of past events. Cognitive Science, 33, 1343-1382.
  • Thompson, L., Wang, J., & Gunia, B.C. (2009). Negotiation. Annual Review of Psychology (2010). 61:25.1–25.25.

2007

  • Menon, T., & Thompson, L. (2007). Don’t hate me because I’m beautiful: Self-enhancing biases in threat appraisal. Organizational behavior and human decision processes, 104, 45-60.
  • Howard, E.S., Gardner, W.L., & Thompson, L. (2007). The role of self-concept and the social context in determining the behavior of power holders: Self-construal in intergroup versus dyadic dispute resolution negotiations. Journal of Personality and Social Psychology, 93(4), 614 -631.

2006

  • Wang, C.S., & Thompson, L. (2006). The negative and positive psychology of leadership and group research. In Thye, S., & Lawler, E. (Eds.), Advances in Group Processes: Social psychology of the workplace. Volume 23.
  • Menon, T., Thompson, L., & Choi, H-S. (2006). Tainted knowledge vs. tempting knowledge: People avoid knowledge from internal rivals and seek knowledge from external rivals. Management Science. 52(8): 1129-1144.
  • Kopelman, S., Rosette, A.S., & Thompson, L. (2006). The three faces of eve: An examination of the strategic display of positive, negative and neutral emotions in negotiations. Organizational Behavior and human decision processes. 99(1): 81-101.

2005

  • Choi, H-S. & Thompson, L. (2005). Old wine in a new bottle: Impact of membership change on group creativity. Organizational Behavior and Human Decision processes, 98, 121-132.
  • Loyd, D., Kern, M.C., & Thompson, L. (2005). Classroom research: bridging the ivory divide. Academy of management learning & education. 4(1): 8-21.
  • Kray, L. J., Lind, E.A., & Thompson, L. (2005). It's a bet! A problem solving approach promotes the construction of contingent agreements. Personality and Social Psychology Bulletin. 31(8): 1039-1051.

2004

  • Anderson, C., & Thompson, L. (2004). Affect from top down: How powerful individuals' positive affect shapes negotiations. Organizational Behavior and Human Decision Processes. 95(2): 125-139.
  • White, J. B., Tynan, R., Thompson, L. & Galinsky, A.D. (2004). Face threat sensitivity in negotiations: Roadblock to agreement and joint gain. Organizational behavior and human decision processes. 94(2): 102-124.
  • Kray, L.J., Reb, J, Galinsky, A.D., & Thompson, L. (2004). Stereotype reactance at the bargaining table: The effect of stereotype activation and power on claiming and creating value. Personality and Social Psychology Bulletin. 30(4): 399-411.
  • Thompson, L., & Leonardelli, G. (2004). The big bang: The evolution of negotiation research. Academy of Management Executive. 18(3): 113-117.
  • Thompson, L., & Leonardelli, G. (2004). Why negotiation is the most popular business school course. Ivey Business Journal.

2003

  • Van Boven, L., & Thompson, L. (2003). A Look into the mind of the negotiator: Mental models in negotiation. Group Processes & Intergroup Relations. 6(4): 387-404.
  • Loewenstein, J., Thompson, L. & Gentner, D. (2003). Analogical learning in negotiation teams: Comparing cases promotes learning and transfer. Academy of Management Learning & Education. 2(2): 119-127.
  • McGinn, K., Thompson, L. & Bazerman, M.H. (2003). Dyadic processes of disclosure and reciprocity in bargaining with communication. Journal of Behavioral Decision Making. 16(1): 17-34.
  • Thompson, L. (2003). Improving the creativity of organizational work groups. Academy of Management Executive. 17(1): 96-109.
  • Gentner, D., Loewenstein, J., & Thompson, L. (2003). Learning and transfer: A general role for analogical encoding. Journal of Educational Psychology. 95(2): 393-408.
  • Nadler, J., Thompson, L. & Van Boven, L. (2003). Learning negotiations skills: Four models of knowledge creation and transfer. Management Science. 49(4): 529-540.

2002

  • Wade-Benzoni, K. A., Hoffman, A.J., Thompson, L., Moore, D.A., Gillespie, J.J., & Bazerman, M. H. (2002). Barriers to resolution in ideologically based negotiations: The role of values and institutions. Academy of Management Review. 27(1): 41-57.
  • Valley, K. L., Thompson, L., Gibbons, R., & Bazerman, M.H. (2002). How communication improves efficiency in bargaining games. Games and Economic Behavior. 38(1): 127-155.
  • Thompson, L. & Nadler, J. (2002). Negotiating via information technology: Theory and application. Journal of Social Issues. 58(1): 109-124.
  • Kray, L. J., Galinsky, A.D., & Thompson, L. (2002). Reversing the gender gap in negotiations: An exploration of stereotype regeneration. Organizational Behavior and Human Decision Processes. 87(2): 386-410.
  • Morris, M. W., Nadler, J., Kurtzberg, T., & Thompson, L. (2002). Schmooze or lose: Social friction and lubrication in e-mail negotiations. Group Dynamics. 6(1): 89-100.

2001

  • Kray, L. J., Thompson, L. & Galinsky, A.D. (2001). Battle of the sexes: Gender stereotype confirmation and reactance in negotiations. Journal of Personality and Social Psychology. 80(6): 942-958.
  • Brodt, S. E. & Thompson, L. (2001). Negotiating teams: A levels of analysis approach. Group Dynamics. 5(3): 208-219.
  • Lind, E. A., Kray, L.J., & Thompson, L. (2001). Primacy effects in justice judgments: Testing predictions from fairness heuristic theory. Organizational Behavior and Human Decision Processes. 85(2): 189-210.

2000

  • Thompson, L., Loewenstein, J., & Gentner, D. (2000). Avoiding missed opportunities in managerial life: Analogical training more powerful than individual case training. Organizational Behavior and Human Decision Processes. 82(1): 60-75.
  • Peterson, E., Mitchell, T.R., Thompson, L. & Burr, R. (2000). Collective efficacy and aspects of shared mental models as predictors of performance over time in work groups. Group Processes & Intergroup Relations. 3(3): 296-316.
  • Rosette, A. S., Kopelman, S., & Thompson, L. (2000). High-performance contract negotiation skills. Product Management Today. 11(7): 38-41.
  • Thompson, L., & Kim, P.H. (2000). How the quality of third parties' settlement solutions are affected by the relationship between negotiators. Journal of Experimental Psychology: Applied. 6(1): 3-14.
  • Loewenstein, J., & Thompson, L. (2000). The challenge of learning. Negotiation Journal. 16(4): 399-408.

1999

  • Hoffman, A.J., Gillespie, J.J., Moore, D.A., Wade-Benzoni, K.A., Thompson, L. & Bazerman, M.H. (1999). A mixed-motive perspective on the economic environment debate. American Behavioral Scientist. 42(8): 1254-1276.
  • Loewenstein, J., Thompson, L., & Gentner, D. (1999). Analogical encoding facilitates knowledge transfer in negotiation. Psychonomic Bulletin & Review. 6(4): 586-597.
  • Gillespie, James J., Thompson, L., Lowenstein, J., & Dedre Gentner. (1999). Lessons from analogical reasoning in the teaching of negotiation. Negotiation Journal. 15(4): 363.
  • Moore, D. A., Kurtzberg, T., Thompson, L. & Morris, M.W. (1999). Long and short routes to success in electronically-mediated negotiations: group affiliations and good vibrations. Organizational Behavior and Human Decision Processes. 77(1): 22-43.
  • Thompson, L., & Fine, G. (1999). Socially shared cognition, affect, and behavior: A review and integration. Personality and Social Psychology Bulletin. 3(4): 278-302.
  • Murnighan, J. K., Babcock, L., Thompson, L., & Pillutla, M.P. (1999). The information dilemma in negotiations: Effects of experience, incentives, and integrative potential. International Journal of Conflict Management. 10(4): 313-339.

1998

  • Lind, A., Kray, L., & Thompson, L. (1998). The social construction of injustice: Fairness judgments in response to own and others' unfair treatment by authorities. Organization Behavior & Human Decision Processes, 75(1), 1-22.
  • Thompson, L., Kray, L., & Lind, A. (1998). Cohesion and respect: An examination of group decision making in social and escalation dilemmas. Journal of Experimental Social Psychology, 34, 289-311.
  • Thompson, L. (1998)). A new look at social cognition in groups. Basic & Applied Social Psychology, 20(1), 3-5.

1997

  • Peterson, E., & Thompson, L. (1997). Negotiation teamwork: The impact of information distribution and accountability for performance depends on the relationship among team members. Organizational Behavior and Human Decision Processes. 72(3): 364-383.
  • Mitchell, T. R., Thompson, L., Peterson, E., & Cronk, R. (1997). Temporal adjustments in the evaluation of events: The "Rosy View". Journal of Experimental Social Psychology. 33(4): 421-448.

1996

  • Thompson, L., Peterson, E. & Brodt, S. (1996). Team negotiation: An examination of integrative and distributive bargaining. Journal of Personality & Social Psychology, 70(1), pp, 66-78.
  • Levine, J., & Thompson, L. (1996). Conflict in groups. In E.T. Higgins & A. Kruglanski (Eds.), Social psychology: Handbook of basic principles. Ch. 24 (745-776). New York: Guilford.
  • Thompson, L. & Hrebec, D. (1996). Lose-lose agreements in interdependent decision making. Psychological Bulletin. 120(3): 369-409.
  • Gibson, K. W., Thompson, L., & Bazerman, M.H. (1996). Shortcomings of neutrality in mediation: Solution based on rationality. Negotiation Journal. 12(1): 69-79.

1995

  • Palmer, L., & Thompson, L. (1995). Negotiation in triads: Communication constraints and tradeoff structure. Journal of Experimental Psychology: Applied, 1 (2) 83-94.
  • Thompson, L., Valley, K.L., & Kramer, R.M. (1995). The Bittersweet feeling of success: An examination of social perception in negotiation. Journal of Experimental Social Psychology. 31(6): 467-492.
  • Thompson, L. (1995). The impact of minimus goals and aspirations on judgments of success in negotiations. Group Decision and Negotiation. 4(6): 531-524.
  • Thompson, L. (1995). They saw a negotiation: Partisan and non-partisan perspectives. Journal of Personality and Social Psychology. 68(5): 839-853.

1994

  • Thompson, L., & DeHarpport, T. (1994). Social judgment, feedback, and interpersonal learning in negotiation. Organizational Behavior and Human Decision Processes. 58(3): 327-345.

1993

  • Thompson, L. (1993). The impact of negotiation on intergroup relations. Journal of Experimental Social Psychology. 29(4): 304-325.

 1992

  • Thompson, L. (1992). A method for examining learning in negotiation. Group Decision and Negotiation. 1: 71-84.
  • Thompson, L., & Loewenstein, G.F. (1992). Egocentric interpretations of fairness and interpersonal conflict. Organizational Behavior and Human Decision Processes. 51(2): 176-197.

1991

  • Thompson, L. (1991). Information exchange in negotiation. Journal of Experimental Social Psychology. 27(2): 161-179.

1990

  • Thompson, L. (1990). An examination of naïve and experiences negotiators. Journal of Personality and Social Psychology. 59(1): 82-90.
  • Thompson, L., & Crocker, J. (1990). Downward social comparison in the minimal intergroup situation: A test of a self-enhancement interpretation. Journal of Applied Social Psychology. 20(14): 1166-1184.
  • Thompson, L. (1990). Negotiation behavior and outcomes: Empirical evidence and theoretical issues. Psychological Bulletin. 108(3): 515-532.
  • Thompson, L., & Hastie, R. (1990). Social perception in negotiation. Organizational Behavior and Human Decision Processes. 47(1): 98-123.
  • Weingart, L. R., Thompson, L. Bazerman, M.H., & Carroll. J.S. (1990). Tactical behavior and negotiation outcomes. International Journal of Conflict Management. 1(1): 7-32.
  • Thompson, L. (1990). The influence of experience on negotiation performance. Journal of Experimental Social Psychology. 26: 528-544.

 1989

  • Mannix, E., Thompson, L., & Bazerman, M. (1989). Negotiation in small groups. Journal of Applied Psychology, 74, 508-517.
  • Loewenstein, G. F., Thompson, L., & Bazerman, M.H. (1989). Social utility and decision making in interpersonal contexts. Journal of Personality and Social Psychology. 57(3): 426-441.

1988

  • Bazerman, M., Mannix, E., & Thompson, L. (1988). Groups as mixed motive negotiations. In Lawler, E.J., & Markovsky, B. (Eds.). Advances in group processes: Theory & research, 5, (195-216) JAI.
  • Thompson, L., Mannix, E., & Bazerman, M. (1988). Group negotiation: Effects of decision rule, agenda, and aspiration. Journal of Personality & Social Psychology, 54, 86-95.

1987

  • Crocker, J., Thompson, L., McGraw, K., & Ingerman, C. (1987). Downward comparison, prejudice, and evaluations of others: Effects of self-esteem and threat. Journal of Personality & Social Psychology, 52, 907-916.3.
©2001 Kellogg School of Management, Northwestern University