Corinne Bendersky
Biographic Data
| ID | 1451763 |
|---|---|
| NAME | Corinne Bendersky |
| GIVEN NAMES | Corinne |
| FAMILY NAME | Bendersky |
| SIGNATURE | BENDERSKY C |
| AFFILIATIONS | University of California, Los Angeles |
| ORCID | 0000-0003-2047-8901 |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 19 |
| WORKS AS AUTHOR | 7 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2003 |
| LATEST PUBLICATION YEAR | 2020 |
| H-INDEX | 3 |
Mistreatment from peers can reduce the effects of respectful treatment from bosses, and respectful peers can offset mistreatment from bosses
The present studies examine the joint influence of interpersonal fairness from peers and authorities on participants' organizational behaviors (citizenship) and attitudes (commitment). In three experimental studies, we find that mistreatment from peers, in the form of interpersonal unfairness, reduces the benefits that authorities gain from treating the same employee with high interpersonal fairness themselves. We also find that the negative effe…
The Positive Effects of Status Conflicts in Teams Where Members Perceive Status Hierarchies Differently
Status conflicts, conflicts about members’ relative positions in a team’s status hierarchy, generally harm group performance. We integrate research on status conflicts and social information processing and find in two longitudinal survey studies that the disruptive effects of status conflicts depend on the extent to which members agree about the group’s status hierarchy. Specifically, status conflicts in teams with high-status agreement disrupt t…
Status Dynamics
Despite an extensive history of research on status (the prestige, respect, and esteem that a party has in the eyes of others), the time is ripe for a new review of the status literature given a fairly recent trend to study the dynamic nature of status, that is, not just how individuals acquire status, but also how they maintain or lose it over time. Greater understanding of dynamic status processes better informs our predictions about individuals…
Not all inequality is created equal
Although hierarchies are thought to be beneficial for groups, empirical evidence is mixed. We argue and find in 7 studies spanning methodologies and samples that different bases of hierarchical differentiation have distinct effects on lower ranking group members' disruptive competitive behavior because status hierarchies are seen as more mutable than are power hierarchies. Greater mutability means that more opportunity exists for upward mobility,…
Resolving ideological conflicts by affirming opponents' status
Complementarities in Organizational Dispute Resolution Systems
In 1999-2000, a Canadian national government agency pilot-tested different employment dispute resolution systems (DRSs). The author analyzes how DRS characteristics in this natural quasi-experiment affected employees' approaches to conflict management, their attitudes toward conflict at work, and their rate of success in resolving conflict. A system that added negotiation training to a rights-based grievance procedure, she finds, was actually ass…
Whistleblowers
Not all inequality is created equal
Although hierarchies are thought to be beneficial for groups, empirical evidence is mixed. We argue and find in 7 studies spanning methodologies and samples that different bases of hierarchical differentiation have distinct effects on lower ranking group members' disruptive competitive behavior because status hierarchies are seen as more mutable than are power hierarchies. Greater mutability means that more opportunity exists for upward mobility,…
Complementarities in Organizational Dispute Resolution Systems
In 1999-2000, a Canadian national government agency pilot-tested different employment dispute resolution systems (DRSs). The author analyzes how DRS characteristics in this natural quasi-experiment affected employees' approaches to conflict management, their attitudes toward conflict at work, and their rate of success in resolving conflict. A system that added negotiation training to a rights-based grievance procedure, she finds, was actually ass…
Resolving ideological conflicts by affirming opponents' status
Mistreatment from peers can reduce the effects of respectful treatment from bosses, and respectful peers can offset mistreatment from bosses
The present studies examine the joint influence of interpersonal fairness from peers and authorities on participants' organizational behaviors (citizenship) and attitudes (commitment). In three experimental studies, we find that mistreatment from peers, in the form of interpersonal unfairness, reduces the benefits that authorities gain from treating the same employee with high interpersonal fairness themselves. We also find that the negative effe…
Whistleblowers
Complementarities in Organizational Dispute Resolution Systems
In 1999-2000, a Canadian national government agency pilot-tested different employment dispute resolution systems (DRSs). The author analyzes how DRS characteristics in this natural quasi-experiment affected employees' approaches to conflict management, their attitudes toward conflict at work, and their rate of success in resolving conflict. A system that added negotiation training to a rights-based grievance procedure, she finds, was actually ass…
Resolving ideological conflicts by affirming opponents' status
Not all inequality is created equal
Although hierarchies are thought to be beneficial for groups, empirical evidence is mixed. We argue and find in 7 studies spanning methodologies and samples that different bases of hierarchical differentiation have distinct effects on lower ranking group members' disruptive competitive behavior because status hierarchies are seen as more mutable than are power hierarchies. Greater mutability means that more opportunity exists for upward mobility,…
The Positive Effects of Status Conflicts in Teams Where Members Perceive Status Hierarchies Differently
Status conflicts, conflicts about members’ relative positions in a team’s status hierarchy, generally harm group performance. We integrate research on status conflicts and social information processing and find in two longitudinal survey studies that the disruptive effects of status conflicts depend on the extent to which members agree about the group’s status hierarchy. Specifically, status conflicts in teams with high-status agreement disrupt t…
Status Dynamics
Despite an extensive history of research on status (the prestige, respect, and esteem that a party has in the eyes of others), the time is ripe for a new review of the status literature given a fairly recent trend to study the dynamic nature of status, that is, not just how individuals acquire status, but also how they maintain or lose it over time. Greater understanding of dynamic status processes better informs our predictions about individuals…
Mistreatment from peers can reduce the effects of respectful treatment from bosses, and respectful peers can offset mistreatment from bosses
The present studies examine the joint influence of interpersonal fairness from peers and authorities on participants' organizational behaviors (citizenship) and attitudes (commitment). In three experimental studies, we find that mistreatment from peers, in the form of interpersonal unfairness, reduces the benefits that authorities gain from treating the same employee with high interpersonal fairness themselves. We also find that the negative effe…
Psychology (6 works) · Social Psychology (6 works) · Political science (4 works) · Social and Intergroup Psychology (4 works) · Social Power and Status Dynamics (4 works) · Sociology (4 works) · Social Psychology (3 works) · Social status (3 works) · Conflict Management and Negotiation (2 works) · Hierarchy (2 works)