Roy J Lewicki

Biographic Data

ID120802
NAMERoy J Lewicki
GIVEN NAMESRoy J
FAMILY NAMELewicki
SIGNATURELEWICKI R J
AFFILIATIONSThe Ohio State University
VERIFIEDNo
TOTAL WORKS26
TOTAL CITATIONS191
AUTHOR COUNT23
EDITOR COUNT3
FIRST PUBLICATION YEAR1966
LATEST PUBLICATION YEAR2021
H-INDEX5

  • Better, Not Perfect: A Realist’s Guide to Maximum Sustainable Goodness

    Open AccessRoy J LewickiARTICLENegotiation Journal2021

  • Understanding Trust in Organizations: A Multilevel Perspective

    Ashley Fulmer, Nicole Gillespie et al.BOOKUnderstanding Trust in…2021

    network trust, trust, second-hand trust, prototrust, relational trust, network theory, mechanism, indicators, contingencies, tie strength, social distance, network closure, vertical network differentiation, governance veracity, identity authenticity, swift trust

  • Bartering as a Blind Spot: A Call to Action from Covid-19

    Open AccessBrian Gunia, Brian C Gunia et al.ARTICLENegotiation Journal2020

    Bartering is a common form of negotiation, and COVID-19 may have heightened its occurrence at least temporarily. Yet, bartering has received little attention in the negotiation literature. After defining bartering and describing its relevance and prevalence in the COVID-19 era, this article suggests that an understanding of bartering would significantly enhance our understanding of negotiation in general. Two broad research questions illustrate t…

  • Trust Repair

    Roy J Lewicki, Chad T Brinsfield et al.ARTICLEAnnual Review of Organizational…2017

    Trust is critical for building and maintaining relationships and for effectively working together. When trust is broken, it has serious consequences for both individuals and organizations. In this review we examine the research on how to repair broken trust. We begin by defining trust, how it is broken, how the actor's violation is attributed, and what it means to repair it. We then discuss two dominant trust repair strategies: short-term and lon…

  • Making Sense of Intractable Environmental Conflicts: Concepts and Cases

    Roy Lewicki, Roy J Lewicki et al.BOOKMaking Sense of Intractable…2013

  • Repairing and Enhancing Trust: Approaches to Reducing Organizational Trust Deficits

    Roderick M Kramer, Roy J LewickiARTICLEAcademy of Management Annals2010

    Organizational scholars have long touted the myriad benefits of trust for organizational functioning and performance. Recent surveys, however, document pervasive deficits in such trust. This article addresses the important topic of reducing these deficits. Our attack on this problem is two pronged. First, we examine approaches to repairing damaged trust within organizational settings. Specifically, we assess the state of organizational theory and…

  • Organizational Trust: A Cultural Perspective

    Open AccessMark Saunders, Cary Cooper et al.BOOKOrganizational Trust2010

    The globalized nature of modern organizations presents new and intimidating challenges for effective relationship building. Organizations and their employees are increasingly being asked to manage unfamiliar relationships with unfamiliar parties. These relationships not only involve working across different national cultures, but also dealing with different organizational cultures, different professional cultures and even different internal const…

  • Trust, Distrust and Building Social Capital

    Roy J Lewicki, Chad T BrinsfieldCHAPTERSocial Capital2009

  • Disentangling approaches to framing in conflict and negotiation research: A meta-paradigmatic perspective

    Open AccessArt Dewulf, Barbara Gray et al.ARTICLEHuman Relations2009Cited by: 94References: 85

    Divergent theoretical approaches to the construct of framing have resulted in conceptual confusion in conflict research. We disentangle these approaches by analyzing their assumptions about 1) the nature of frames — that is, cognitive representations or interactional co-constructions, and 2) what is getting framed — that is, issues, identities and relationships, or interaction process. Using a meta-paradigmatic perspective, we delineate the ontol…

  • Making Sense of Intractable Multiparty Conflict: A Study of Framing in Four Environmental Disputes

    Boris H J M Brummans, Linda L Putnam et al.ARTICLECommunication Monographs2008Cited by: 26References: 30

    Intractable multiparty conflict is omnipresent in social life, but how do individuals in this type of dispute make sense of their situation and therefore enact it in a particular way? The current study investigated this question by examining how disputants from different stakeholder groups framed conflict situations in Ohio, Pennsylvania, Minnesota, and Texas that revolved around environmental issues. Qualitative and quantitative analyses of inte…

  • Models of Interpersonal Trust Development: Theoretical Approaches, Empirical Evidence, and Future Directions

    Open AccessRoy J Lewicki, Edward C Tomlinson et al.ARTICLEJournal of Management2006

    Most research on trust has taken a static, “snapshot” view; that is, it has approached trust as an independent, mediating, or dependent variable captured by measuring trust at a single point in time. Limited attention has been given to conceptualizing and measuring trust development over time within interpersonal relationships. The authors organize the existing work on trust development into four broad areas: the behavioral approach and three spe…

  • Extending and testing a five factor model of ethical and unethical bargaining tactics: Introducing the Sins scale

    Open AccessRobert J Robinson, Roy J Lewicki et al.ARTICLEJournal of Organizational Behavior2000

    Using a questionnaire derived from previous research, MBA students in a semester-long negotiation course rated 30 deceptive negotiation tactics on a 7-point appropriate–inappropriate scale. Factor analysis of these ratings yielded five primary factors (replicating previous findings) representing a lay model of unethical tactics in negotiation contexts. The emergent factors are: I, traditional competitive bargaining; II, attacking an opponent's ne…

  • Trust and Distrust: New Relationships and Realities

    Roy J Lewicki, Daniel J McAllister et al.ARTICLEAcademy of Management Review1998

  • Developing and Maintaining Trust in Work Relationships

    Roy J Lewicki, Barbara Benedict BunkerCHAPTERTrust in Organizations1996

  • What is ethically appropriate in Negotiations: An empirical examination of bargaining tactics

    Open AccessRoy J Lewicki, Neil StarkARTICLESocial Justice Research1996Cited by: 4References: 8

  • Unjust Dismissal in the Context of Organizational Justice

    Open AccessJohn W Minton, Roy J Lewicki et al.ARTICLEThe Annals of the American…1994References: 5

    The issue of unjust dismissal is best understood by placing it in the broader context of a comprehensive model of organizational justice. This article presents such a model based on the application of two perceived principles of justice (balance and correctness) in an organization's pursuit of three goals (performance, community, and dignity), at three organizational levels (outcome, procedure, and system). For perceived fairness to exist, the sy…

  • Organizational Justice

    Jennifer J Halpern, Blair H Sheppard et al.ARTICLEIndustrial and Labor Relations…1994

  • Models of conflict, negotiation and third party intervention: A review and synthesis

    Open AccessRoy J Lewicki, Stephen E Weiss et al.ARTICLEJournal of Organizational Behavior1992

    From the vast research literature on organizational conflict and conflict resolution, this review identifies 44 major models in the area of conflict, negotiation, and third party processes (e.g. mediation and arbitration). Each of the models is described, categorized as descriptive or normative, and evaluated with respect to empirical support. Discussion of these models surfaces a number of significant, but often implicit assumptions about confli…

  • Conflict and negotiation in organizations: Introduction and overview

    Open AccessRoy J Lewicki, G C Spencer et al.ARTICLEJournal of Organizational Behavior1992References: 5

  • Research on Negotiation in Organizations, Vol. 1

    Carl J Couch, Roy J Lewicki et al.ARTICLEContemporary Sociology A Journal…1989

  • Toward general principles of managerial fairness

    Open AccessBlair H Sheppard, Roy J LewickiARTICLESocial Justice Research1987Cited by: 27References: 4

  • Negotiation

    Dean G Pruitt, Roy J Lewicki et al.ARTICLEIndustrial and Labor Relations…1986

  • Contemporary research directions in the study of negotiations in organizations: A selective overview

    Open AccessMax H Bazerman, Roy J LewickiARTICLEJournal of Organizational Behavior1985Cited by: 3References: 15

  • Choosing how to intervene: Factors affecting the use of process and outcome control in third party dispute resolution

    Open AccessRoy J Lewicki, Blair H SheppardARTICLEJournal of Organizational Behavior1985Cited by: 5References: 3

    The purpose of this study was to examine the impact of three situational variables‐time pressure to resolve the dispute, expectation of future relations between disputants and range of impact of the settlement on future conflicts—on a third party's style of managing a dispute. These variables were systematically manipulated in two different case scenarios and presented to respondents in questionnaire form. It was hypothesized that these variables…

  • "Locking-in" effects during a game of Chicken

    Open AccessMorton Deutsch, Roy J LewickiARTICLEJournal of Conflict Resolution1970Cited by: 5References: 2

    Such terms as brinkmanship, rationality of irrationality, and doctrine of the last clear have been much in vogue among intellectuals (e.g., Schelling, 1960) who are concerned with formulating a rationale to guide strategic choices in a situation of international conflict. The basic notion underlying these different terms is that a bargainer will gain an advantage if he can commit himself irrevocably so that the last clear chance of avoiding mutua…