Raymond A Friedman
Biographic Data
| ID | 189240 |
|---|---|
| NAME | Raymond A Friedman |
| GIVEN NAMES | Raymond A |
| FAMILY NAME | Friedman |
| SIGNATURE | FRIEDMAN R A |
| AFFILIATIONS | Vanderbilt University |
| VERIFIED | No |
| TOTAL WORKS | 8 |
| TOTAL CITATIONS | 28 |
| AUTHOR COUNT | 8 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1988 |
| LATEST PUBLICATION YEAR | 2009 |
| H-INDEX | 2 |
Are supervisors fair mediators? The effects of personality traits and age difference on expected mediation fairness
In this study subordinates' perceptions of their supervisors as potential mediators of disputes were investigated. In a scenario study using a sample of 122 supervisor-subordinate dyads in Taiwan, it was found that expected fairness of supervisors as mediators is affected by supervisor extraversion and also by supervisor agreeableness, but only when the supervisor is much older than the employee. Expected fairness of supervisors was not affected …
Conflict Escalation
In this article, we proffer new theoretical ideas regarding how the structural features of e-mail make it more likely that disputes escalate when people communicate electronically compared to when they communicate face-to-face or via the telephone. Building upon Rubin et al.’s (1994) conflict escalation model, we propose a new conceptual framework that articulates: (i) the structural properties of e-mail communication; (ii) the impact of these pr…
Bargainer characteristics in distributive and integrative negotiation
Negotiation researchers theorize that individual differences are determinants of bargaining processes and outcomes but have yet to establish empirically the role of individual differences. In 2 studies the authors used bargaining simulations to examine the roles of personality and cognitive ability in distributive (Study 1 ) and integrative (Study 2) negotiation. The authors hypothesized and found evidence that Extraversion and Agreeableness are …
Front Stage, Backstage
Front Stage, Backstage
Trade Unionism
Interaction Norms as Carriers of Organizational Culture
Too often, practitioners and theorists alike have tended to locate organizational culture in the mottoes and symbolic acts of top managers and to attribute to those leaders the ability to change and manage meaning from visible, yet distant, perches on the organizational chart. By contrast, I propose that the study of organizational culture focus on the networks of social interaction that constitute organizational life, and the rituals that suppor…
Management and Managed
Conflict Escalation
In this article, we proffer new theoretical ideas regarding how the structural features of e-mail make it more likely that disputes escalate when people communicate electronically compared to when they communicate face-to-face or via the telephone. Building upon Rubin et al.’s (1994) conflict escalation model, we propose a new conceptual framework that articulates: (i) the structural properties of e-mail communication; (ii) the impact of these pr…
Bargainer characteristics in distributive and integrative negotiation
Negotiation researchers theorize that individual differences are determinants of bargaining processes and outcomes but have yet to establish empirically the role of individual differences. In 2 studies the authors used bargaining simulations to examine the roles of personality and cognitive ability in distributive (Study 1 ) and integrative (Study 2) negotiation. The authors hypothesized and found evidence that Extraversion and Agreeableness are …
Interaction Norms as Carriers of Organizational Culture
Too often, practitioners and theorists alike have tended to locate organizational culture in the mottoes and symbolic acts of top managers and to attribute to those leaders the ability to change and manage meaning from visible, yet distant, perches on the organizational chart. By contrast, I propose that the study of organizational culture focus on the networks of social interaction that constitute organizational life, and the rituals that suppor…
Management and Managed
Interaction Norms as Carriers of Organizational Culture
Too often, practitioners and theorists alike have tended to locate organizational culture in the mottoes and symbolic acts of top managers and to attribute to those leaders the ability to change and manage meaning from visible, yet distant, perches on the organizational chart. By contrast, I propose that the study of organizational culture focus on the networks of social interaction that constitute organizational life, and the rituals that suppor…
Trade Unionism
Front Stage, Backstage
Front Stage, Backstage
Bargainer characteristics in distributive and integrative negotiation
Negotiation researchers theorize that individual differences are determinants of bargaining processes and outcomes but have yet to establish empirically the role of individual differences. In 2 studies the authors used bargaining simulations to examine the roles of personality and cognitive ability in distributive (Study 1 ) and integrative (Study 2) negotiation. The authors hypothesized and found evidence that Extraversion and Agreeableness are …
Conflict Escalation
In this article, we proffer new theoretical ideas regarding how the structural features of e-mail make it more likely that disputes escalate when people communicate electronically compared to when they communicate face-to-face or via the telephone. Building upon Rubin et al.’s (1994) conflict escalation model, we propose a new conceptual framework that articulates: (i) the structural properties of e-mail communication; (ii) the impact of these pr…
Are supervisors fair mediators? The effects of personality traits and age difference on expected mediation fairness
In this study subordinates' perceptions of their supervisors as potential mediators of disputes were investigated. In a scenario study using a sample of 122 supervisor-subordinate dyads in Taiwan, it was found that expected fairness of supervisors as mediators is affected by supervisor extraversion and also by supervisor agreeableness, but only when the supervisor is much older than the employee. Expected fairness of supervisors was not affected …
Political science (7 works) · Negotiation (4 works) · Psychology (4 works) · Social Psychology (4 works) · Sociology (4 works) · Computer Science (3 works) · Conflict Management and Negotiation (3 works) · Economics (3 works) · Law (3 works) · Management (3 works)