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Innovative research

New insights in the fields of negotiation, creativity and innovation, teamwork, and virtual communication

 

Books & Articles

Books

  • Negotiating the Sweet Spot: The Art of Leaving Nothing on the Table
  • Creative Conspiracy: The New Rules of Breakthrough Collaboration
  • Making the Team
  • The Mind and the Heart of the Negotiator
  • The Truth about Negotiations
  • Stop Spending, Start Managing
  • Advanced Introduction to Negotiation (with Cynthia Wang) 

Articles (Academic)

  • Thompson, L. (2023). The vitually-intelligent negotiator: Building trust and maximizing economic fain in e-negotiations. Current Directions in Psychological Science.
  • Thompson, L. (2023). How leaders can be better communicators in the virtual world. In N. Pfeffermann (ed.), New Leadership Communication: Inspire your Horizon. Springer Verlag.
  • Thompson, L. (2022). Virtual Communication Intelligence: Human communication challenges and best practices in the post-pandemic era. In R. Talukdar and R. Nadar (eds), Modern tallent management in knowledge in knowledge organizations:  Post-pandemic paradigm, IGI Global Publishers.   
  • Nasher, J. Thompson, L. (2022). Detecting deception in negotiation. In Yashwant Pathak and LaVena Wilkin (Eds.), Handbook of Organizational Conflict Management. DeGruyter Publishing.
  • Thompson, L. (2021). Virtual collaboration won't be the death of creativity. MIT Slogan Management Review, 62 (2), 42-46.
  • Thompson, L. & Schonthal, D. (2020). The social pyschology of design thinking. California Management Reveiw, 62 (2), 84-99.
  • Wilson, E.R., Thompson, L. and Lucas, B. (2020).  Pride and pratfalls: Recounting embarrassing stories increases creativity. International Journal of Design Creativity and Innovation, 8 (1), 21-30.
  • Kim, J., Thompson & L., Loewenstein, J. (2020). Open for learning:  Encouraging generalization fosters knowledge transfer in negotiation. Negotiation and Conflict Management Research,13 (1), 3-23. 
  • Thompson, L. (2019). Win-win negotiation in a global economy. In N. Pfeffermann (ed.), New Leadership in Strategy and Communication. Springer.
  • Menon, T. & Thompson, L. (2019).  How to make better decisions with less data.  In HBR Guide to Thinking Strategically.  
  • Pierce, J. & Thompson, L. (2018). Explaining differences in men and women’s use of unethical tactics in negotiations.  Negotiation and Conflict Management Research, 11(4), 278-297.
  • Thompson, L. and Schonthal, D. (2017). Setting the stage for creativity: upstream, midstream, and downstream. In N. Pfeffermann, T. Minshall, and L. Mortara (eds.). Strategy and communication for innovation. 3rd edition. Springer.
  • Brett, J.M. and Thompson, L (2016).  Negotiation. Organizational Behavior and Human Decision Processes, 136, 68-79.
  • Thompson, L. (2016). Negotiation. In M.H. Bornstein (Ed.). The Sage encyclopedia of lifespan human development. Sage.
  • Thompson, L. and Wilson, E.R. (2015).  Creativity in groups: The good, the bad, and the reconcilable. In R. Scott and S. Kosslyn (eds.) Emerging Trends in the Social and Behavioral Sciences. Hoboken, NJ: John Wiley and Sons.  
  • Cohen, T.R., Leonardelli, G.J. and Thompson, L. (2014).  Avoiding the agreement trap: Teams facilitate impasse in negotiations with negative bargaining zones.   Negotiation and Conflict Management Research, 7(4), 232-242.
  • Wilson, E.R., and Thompson, L. (2014). Creativity and negotiation research: The integrative potential. International Journal of Conflict Management, 25 (4), 359 – 386.
  • Menon, T. and Thompson, L. (2014). Envy at work. Harvard Business Review OnPoint (originally published April 2010), Summer, 118-123.
  • Townsend, S. and Thompson, L. (2014).  Implications of the Protestant Work Ethic for cooperative and mixed-motive teams.  Organizational Psychology Review, 4 (1), 4-26.
  • Thompson, L. and Lucas, B. (2014).  Chapter 11: Judgmental biases in conflict resolution and how to overcome them.  In M. Deutsch, P. Coleman, and E. Markus (Eds.). The Handbook of Conflict Resolution: Theory and Practice. 3rd edition. (255-282). San Francisco, CA: Jossey Bass.
  • Thompson, L. and Cohen, T. (in press).  Negotiation and group decision making.  In M. Zeelenberg (Ed.), Behavioral economics and economic psychology.  Frontiers in Social Psychology, Psychology press.
  • Thompson, L. and Wilson, Elizabeth Ruth (2013).  Rethinking the wisdom of the crowd: Why individuals are more creative than their groups.  European Financial Review, 25-28.
  • Thompson, L., Lucas, B. and Richardson, E. (2014). Negotiator bandwidth.  In N.M. Ashkansay, O.B. Ayoko, and K.A. Jehn (Eds.) Handbook of Research in Conflict Management.  Cheltenham, UK: Edward Elgar Publishing.
  • Thompson, L. (2013). Why teams need a creative conspiracy for success. Industrial Management, January-February, 12-17.  
  • Hershfield, H., Cohen, T. and Thompson, L. (2012). Short horizons and tempting situations: Lack of continuity to our future selves leads to unethical decision making and behavior. Organizational Behavior and Human Decision Processes, 117, 298-310.
  • Smith, E., Menon, T., and Thompson, L. (2012). Status differences in the cognitive activation of social networks. Organization Science, 23 (1), 67-82.
  • Thompson, L. and Cohen, T. (2012). Metacognition in teams and organizations. In P. Brinol and K. DeMarree (Eds.). Social meta-cognition: Frontiers of social psychology. Chapter 15, 283-302, Psychology press.
  • Thompson, L., Hall, E. and Lucas, B. (2012). Upstream and Downstream Negotiation Research. In G.E. Bolton and R. Croson (Eds.). The Oxford handbook of economic conflict resolution (pp. 372-388). New York, NY: Oxford University Press.
  • Thompson, L., Richardson, E., and Lucas, B. (2012). Integrating Negotiation Research with Team Dynamics. In B. Goldman and D. Shapiro (Eds.). The psychology of negotiations in the 21st century workplace: New challenges and new solutions (pp.465-480). New York, NY: Routledge Academic.
  • 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.
  • 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.
  • Menon, T. and Thompson, L. (2010). Envy at work. Harvard Business Review, April, 74-79.
  • Thompson, L., Wang, J., and Gunia, B. (2010). Negotiation. In S. Fiske (Ed.). Annual Review of Psychology, 61, 491-515.

2009 and prior

  • 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.
  • 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.
  • Behfar, K. & Thompson, L. (2007). Conflict within and between organizational groups: Functional, dysfunctional, and quasi-functional perspectives. Ch. 1, p.3-35 in L. Thompson and K. Behfar (eds.) Conflict in Organizational Teams. Evanston, IL: Northwestern University press.
  • Thompson, L. & Pozner, J. (2007). Organizational Behavior. Ch. 40, p.913-939 in E.T. Higgins & A.W. Kruglanski, (Eds.) Social psychology: A handbook of basic principles (2nd ed.). New York: Guilford Press

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.
  • Thompson, L., Nadler, J. & Lount, R. (2006). Judgmental biases in conflict resolution and how to overcome them. In M. Deutsch, P.T. Coleman, and E.C. Marcus (Eds.) Handbook of Conflict Resolution, 2nd Edition, Jossey-Bass.
  • Thompson, L. and Choi, H-S. (2006). Creativity and innovation in organizational teams. Mahwah, NJ: Lawrence Erlbaum.
  • Choi, H-S. and Thompson, L. (2006). Membership Change in Groups: Implications for Group Creativity. In Thompson, L. & Choi, H-S., (Eds.). Creativity and innovation in organizational teams. Mahwah, NJ: Lawrence Erlbaum, 87-108.
  • Thompson, L. (2006). Negotiation theory and research. Series editors: A.W. Kruglanski & J.P. Forgas, Frontiers of Social Psychology. New York: Psychology Press.
  • Loewenstein, J. & Thompson, L. (2006). Learning to negotiate: Novice and experienced negotiators. In L. Thompson (ed.) Negotiation Theory and Research. Psychology Press, Chapter 5, 77-97.
  • Kopelman, S., Rosette, A., and 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.
  • Loewenstein, J., Morris, M., Chakravarti, A., Thompson, L., and Kopelman, S. (2005). At a loss for words: Dominating the conversation and the outcome in negotiation as a function of intricate arguments and communication media. Organizational Behavior and Human Decision Processes, 98 (1), 28-38.
  • Rosette, A. & Thompson, L. (2005) The camouflage effect: Separating achieved status and unearned privilege in organizations. In Mannix, E & Neale, M (eds.). Research on managing groups and teams: Status and groups, Volume 7, 259-281.
  • Kray, L. & Thompson, L. (2005). Gender Stereotypes and Negotiation Performance: An Examination of Theory and Research. In B. Staw and R. Kramer (Eds.) Research on Organizational Behavior, 26, 103-182.

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.
  • Thompson, L. & Rosette, A. (2004). Leading by analogy. In S. Chowdhury (Ed.). Next generation business handbook: New strategies from tomorrow's thought leaders. Chapter 5. NJ: Wiley.
  • 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., Neale, M. & Sinaceur, M. (2004). The evolution of cognition and biases in negotiation research: An examination of cognition, social perception, motivation, and emotion. (Chapter 1) In M. Gelfand & J. Brett (Eds.), The handbook of negotiation and culture. Palo Alto, CA: Stanford University Press.
  • 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.
  • Thompson, L., & Loewenstein, J. (2003). Mental models of negotiations; Descriptive, prescriptive and paradigmatic implications. In M.A. Hogg and J. Cooper (Eds.) Sage Handbook of Social Psychology. London: Sage, Ch. 23, 494-511
  • 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., Kern, M., & Loyd, D.L. (2003). Research methods of micro organizational behavior. In C. Sansone, C. Morf, and A. Panter (Eds.). Handbook of Methods in Social Psychology. Thousand Oaks, CA: Sage, Ch. 21, 457-470.
  • 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.
  • Thompson, L. (2003). The social psychology of organizational behavior: Key readings. Philadelphia, PA: Psychology Press.

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.
  • Thompson, L., Medvec, V.H., Siedens, V. & Kopelman, S. (2001). Poker face, smiley face, and rant and rave: Myths and realities about emotion in negotiation. In M. Hogg & S. Tindale (Eds.) Blackwell Handbook in social psychology, Vol. 3: Group Processes, Ch. 6, 139-163.
  • Thompson, L., Aranda, E., & Robbins, S.P. (2001). Tools for Teams. University of Phoenix, Pearson Custom Publishing.

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.

Contact the Kellogg Team and Group Research Center

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Prof. Leigh Thompson
Center Director, Kellogg Team and Group Research Center