Katharina G Kugler
Datos Biográficos
| ID | 1660150 |
|---|---|
| NOMBRE | Katharina G Kugler |
| NOMBRES | Katharina G |
| APELLIDO | Kugler |
| FIRMA | KUGLER K G |
| AFILIACIONES | Ludwig-Maximilians-Universität München |
| ORCID | 0000-0002-3856-1773 |
| VERIFICADO | Sí |
| TOTAL DE OBRAS | 8 |
| TOTAL DE CITAS | 13 |
| TOTAL COMO AUTOR | 8 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 2014 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2025 |
| ÍNDICE H | 2 |
One style does not fit all
Purpose Prior research on the situated model of mediation has suggested that mediators’ abilities to be more flexible and adaptive in responding to potential derailers in mediation situations lead to better outcomes. The purpose if this paper is to build on this theory and research by developing a new scale of mediator behavioral adaptivity and investigating the hypothesized effects of mediator adaptivity on their sense of efficacy, empowerment a…
When team members (dis)agree about social rules and norms
When people work together in teams, they ideally have a common understanding, a shared mental model regarding various aspects of teamwork. This common understanding refers not only to task-related aspects of teamwork but also to the elemental social rules and norms that underlie social interactions among team members. Relational models theory proposes that social rules and norms can be seen as the implementation and combination of four elemental …
Being on the same page about social rules and norms
In working teams, each member has an individual understanding of the social rules and norms that underlie social relationships in the team, as well as about what behavior is appropriate and what behavior can be expected from others. What happens if the members of a team are not “on the same page” with respect to these social rules and norms? Drawing on relational models theory, which posits four elemental relational models that people use to coor…
Is conflict adaptivity better than cooperation? The effects of adaptive conflict behaviors on job‐related well‐being in South Korea
Given the pervasiveness of conflict at work and its potential negative consequences, it is important to know how managers can deal with conflicts constructively. Employees and managers are often required to navigate through a multiplicity of conflicts, including disputes with their supervisors and supervisees of either a cooperative, win–win or competitive, win–lose nature. The goal of this study was to examine how the capacity of South Korean wo…
Conflicting relational models as a predictor of (in)justice perceptions and (un)cooperative behavior at work
Humans are naturally social, and according to relational models theory (RMT), they use cognitively represented and motivationally operative models (i.e., relational models) to structure and understand their social interactions. RMT proposes that the fit between the expected and perceived relational model (i.e., RM fit) in a given social interactive situation is related to perceptions of justice, while an RM misfit is related to injustice percepti…
Group-level integrative complexity
Decision-making in organizations is often complex and involves groups, which have access to the pool of perspectives and knowledge their members hold individually. However, groups frequently fail to use their full decision-making potential. The concept of integrative complexity (IC) captures how complex decision-making profits from the differentiation and integration of diverse perspectives and knowledge. In a laboratory experiment with 4 conditi…
Gender differences in the initiation of negotiations
Gender differences in the initiation of negotiation have been suggested to reinforce unequal distributions of resources between men and women. Because previous research had yielded heterogeneous results, the authors conducted a meta-analysis investigating gender differences in initiating negotiation. On the basis of social role theory, they hypothesized that women are less likely to initiate negotiations than men, but also that the effect varies …
Tracking managerial conflict adaptivity
Since Darwin, adaptation to change has been associated with survival and fit. Yet, despite this, leaders and managers often get stuck in dominating approaches to conflict, and few scholars have examined the role of adaptation in managing conflicts effectively over time and across changing situations. The goal of this paper is threefold. First, we develop a new measure for assessing conflict adaptivity of managers [the Managerial Conflict Adaptivi…
Gender differences in the initiation of negotiations
Gender differences in the initiation of negotiation have been suggested to reinforce unequal distributions of resources between men and women. Because previous research had yielded heterogeneous results, the authors conducted a meta-analysis investigating gender differences in initiating negotiation. On the basis of social role theory, they hypothesized that women are less likely to initiate negotiations than men, but also that the effect varies …
Group-level integrative complexity
Decision-making in organizations is often complex and involves groups, which have access to the pool of perspectives and knowledge their members hold individually. However, groups frequently fail to use their full decision-making potential. The concept of integrative complexity (IC) captures how complex decision-making profits from the differentiation and integration of diverse perspectives and knowledge. In a laboratory experiment with 4 conditi…
Being on the same page about social rules and norms
In working teams, each member has an individual understanding of the social rules and norms that underlie social relationships in the team, as well as about what behavior is appropriate and what behavior can be expected from others. What happens if the members of a team are not “on the same page” with respect to these social rules and norms? Drawing on relational models theory, which posits four elemental relational models that people use to coor…
Tracking managerial conflict adaptivity
Since Darwin, adaptation to change has been associated with survival and fit. Yet, despite this, leaders and managers often get stuck in dominating approaches to conflict, and few scholars have examined the role of adaptation in managing conflicts effectively over time and across changing situations. The goal of this paper is threefold. First, we develop a new measure for assessing conflict adaptivity of managers [the Managerial Conflict Adaptivi…
Tracking managerial conflict adaptivity
Since Darwin, adaptation to change has been associated with survival and fit. Yet, despite this, leaders and managers often get stuck in dominating approaches to conflict, and few scholars have examined the role of adaptation in managing conflicts effectively over time and across changing situations. The goal of this paper is threefold. First, we develop a new measure for assessing conflict adaptivity of managers [the Managerial Conflict Adaptivi…
Gender differences in the initiation of negotiations
Gender differences in the initiation of negotiation have been suggested to reinforce unequal distributions of resources between men and women. Because previous research had yielded heterogeneous results, the authors conducted a meta-analysis investigating gender differences in initiating negotiation. On the basis of social role theory, they hypothesized that women are less likely to initiate negotiations than men, but also that the effect varies …
Group-level integrative complexity
Decision-making in organizations is often complex and involves groups, which have access to the pool of perspectives and knowledge their members hold individually. However, groups frequently fail to use their full decision-making potential. The concept of integrative complexity (IC) captures how complex decision-making profits from the differentiation and integration of diverse perspectives and knowledge. In a laboratory experiment with 4 conditi…
Is conflict adaptivity better than cooperation? The effects of adaptive conflict behaviors on job‐related well‐being in South Korea
Given the pervasiveness of conflict at work and its potential negative consequences, it is important to know how managers can deal with conflicts constructively. Employees and managers are often required to navigate through a multiplicity of conflicts, including disputes with their supervisors and supervisees of either a cooperative, win–win or competitive, win–lose nature. The goal of this study was to examine how the capacity of South Korean wo…
Conflicting relational models as a predictor of (in)justice perceptions and (un)cooperative behavior at work
Humans are naturally social, and according to relational models theory (RMT), they use cognitively represented and motivationally operative models (i.e., relational models) to structure and understand their social interactions. RMT proposes that the fit between the expected and perceived relational model (i.e., RM fit) in a given social interactive situation is related to perceptions of justice, while an RM misfit is related to injustice percepti…
Being on the same page about social rules and norms
In working teams, each member has an individual understanding of the social rules and norms that underlie social relationships in the team, as well as about what behavior is appropriate and what behavior can be expected from others. What happens if the members of a team are not “on the same page” with respect to these social rules and norms? Drawing on relational models theory, which posits four elemental relational models that people use to coor…
When team members (dis)agree about social rules and norms
When people work together in teams, they ideally have a common understanding, a shared mental model regarding various aspects of teamwork. This common understanding refers not only to task-related aspects of teamwork but also to the elemental social rules and norms that underlie social interactions among team members. Relational models theory proposes that social rules and norms can be seen as the implementation and combination of four elemental …
One style does not fit all
Purpose Prior research on the situated model of mediation has suggested that mediators’ abilities to be more flexible and adaptive in responding to potential derailers in mediation situations lead to better outcomes. The purpose if this paper is to build on this theory and research by developing a new scale of mediator behavioral adaptivity and investigating the hypothesized effects of mediator adaptivity on their sense of efficacy, empowerment a…
Psychology (8 obras) · Social Psychology (8 obras) · Political science (5 obras) · Conflict Management and Negotiation (4 obras) · Cultural Differences and Values (4 obras) · Perception (3 obras) · Social Psychology (3 obras) · Attachment and Relationship Dynamics (2 obras) · Conflict management (2 obras) · Developmental psychology (2 obras)