Corinne Bendersky

Corinne Bendersky
University of California, Los Angeles | UCLA · Anderson School of Management

About

48
Publications
43,716
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2,679
Citations

Publications

Publications (48)
Article
Full-text available
Despite decades of efforts, many organizations still have sexist supervisors-those in supervisory positions who define their profession by primarily stereotypically masculine features. As a result of their "masculine" professional prototypes, sexist supervisors see their work as a "man's job" in which women cannot succeed. Research suggests that on...
Article
Full-text available
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 treatin...
Article
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We tackle the persistent problem of people from specific demographic groups (e.g., women) being undervalued in professional contexts in which traits associated with their group do not align with the traits perceived to be essential for success (the professional prototype). We introduce the concept of balancing professional prototypes such that grou...
Article
Status conflicts, defined as disputes over people's relative status positions in their group's social hierarchy, are a common feature of groups and organizations. Despite their prevalence, there is still much about the process of status conflict that is not well understood. Here, we review the primary antecedents of status conflict, their impact on...
Article
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...
Article
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 gr...
Article
Full-text available
Group members often over-weigh shared information and under-value unique information during discussions to the detriment of decision quality. Fortunately, perceiving other group members as receptive to dissenting opinions may enhance information sharing. We distinguish between two ways of expressing opinion-differences about tasks-debates and disag...
Article
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Conflicts in the workplace have been characterized by their type (task, process, relationship), but little attention has been paid to how conflicts are expressed. We present a conceptual framework of conflict expression and argue that understanding how conflicts are expressed can help us gain new insights about the effects of conflict. We propose t...
Article
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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 th...
Chapter
The conflict literature has been greatly influenced by the work published by Jehn 15 years ago that introduced a task-relationship-process conflict taxonomy of intra-group conflict. However, recent work suggests limitations of this conceptualization and its accompanying measures of conflict. In this chapter, we identify five areas crucial to improv...
Article
Ideological conflicts, like those over the Affordable Care Act (ACA), are highly intractable, as demonstrated by the October 2013 partial government shutdown. The current research offers a potential resolution of ideological conflicts by affirming an opponent’s status. Results of one experiment collected during the 2013 government shutdown and a se...
Article
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Power and status are central influences in conflict and negotiation: Power structures determine negotiator behavior and conflict dynamics, and status differences can give rise to competition and conflicts between individuals and groups. In the last 50 years, much research attention has been devoted to the study of power and status in the conflict s...
Article
We advance previous research that has associated extraversion with high status and neuroticism with low status in newly formed task groups by examining how variations in personality affect status changes over time. By building on research that emphasizes the dark sides of extraversion and the bright sides of neuroticism, we challenge the persistenc...
Article
Organizational phenomena emerge from the collective operation of forces spanning levels of analysis and disciplinary categories. Knowledge about organizations is based on studies of the individual forces and their joint operation in particular contexts. The complexity of such knowledge means that no single study, methodological approach, or even di...
Article
We argue that different types of perceived managerial controls that convey performance standards to subordinates increase the perceived relevance of particular aspects of fairness in organizations. We introduce the concept of fairness monitoring to characterize subordinates' efforts to gather and process fairness information to make sense of their...
Article
Phenomenological assumptions — assumptions about the fundamental qualities of the phenomenon being studied and how it relates to the environment in which it occurs — affect the dissemination of knowledge from subfields to the broader field of study. Micro-process research in organizational studies rests on implicit phenomenological assumptions that...
Article
Fifteen years ago, Jehn’s (1995; 1997) investigations of conflict types (task, relationship and process conflict) attempted to resolve the paradox of intra-group conflict by examining the distinct effects of each conflict type. Although this work has greatly enhanced the field’s understanding of the role of conflict in groups, the body of subsequen...
Article
Despite strong evidence that task group status hierarchy instability is dysfunctional, little research has considered the processes that lead to hierarchy instability. In this paper, we examine the destabilizing effects of dissent about the hierarchy that is expressed as status conflict in the contexts of groups with varying levels of consensus abo...
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Full-text available
Although we know that considerable benefits accrue to individuals With high social status, we do not know the performance effects of gaining or losing status in one's group over time. In two longitudinal studies, we measure the status positions of middle managers currently enrolled in a part-time MBA program at the beginning and end of their study...
Article
Full-text available
We introduce status conflicts-defined as disputes over people's relative status (i.e., respect) positions in their group's social hierarchy-as a key group process that affects task group performance. Using mixed research methods, we qualitatively identify the characteristics of status conflicts, validate a four-item survey scale that distinctly mea...
Article
Previous research suggests a barrier to conflict resolution whereby negotiators inflate their valuation for offers they make due to the psychological process of cognitive dissonance reduction. Research outside of the negotiation context indicates that cognitive dissonance is induced either by being forced to choose among relatively equal options, o...
Article
We argue that Jehn's (1995; 1997) conflict trichotomy of task, relationship and process conflict missed a fourth fundamental type of group conflict, that which occurs over relative status positions. Using mixed methods with two samples of MBA student teams, we identify and determine the impact of status conflicts in task groups. We first qualitativ...
Article
The article discusses obstacles to the creation of truly multidisciplinary knowledge, focusing on the problems associated with translating between the paradigms and jargons of different disciplines. It is noted that communities of scholarship tend to use idiosyncratic assumptions and practices not only as a necessary part of their fields, but also...
Article
1 We are indebted to Cailin B. Hammer for taking on the labor intensive and painstakingly detailed tasks of gathering all of the articles reviewed here, creating matrices for coding, conducting the citation count, and keeping the entire project organized. We could not have carried out this research without her able assistance. We would also like to...
Article
We argue that subordinates develop expectations about specific types of fairness commensurate with the managerial controls they encounter and engage in particular fairness monitoring behaviors to evaluate whether their managers fulfill or violate their fairness expectations. In the first of two survey studies, we observe that subordinates who encou...
Article
Full-text available
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 individuals' approaches to conflict management, their attitudes toward conflict at work, and their rate of success in resolving conflict. A sys...
Article
Previous research suggests that negotiators inflate their valuation for offers they make and devalue offers they choose not to make due to the psychological process of cognitive dissonance reduction. Research outside of the negotiation context suggests that cognitive dissonance is induced either by being forced to choose among relatively equal opti...
Article
Organizations face increasing pressure to improve internal conflict management, which has led to experimentation with different types of dispute resolution components. These include: Rights-based processes, in which third-parties determine the outcome of a dispute based on laws, contracts or standards of behavior; Interest-based neutrals, who manag...
Article
Full-text available
In this paper, we review recent empirical work on interpersonal conflict in organizations and, by incorporating past theory and multiple disciplinary views, develop a comprehensive model of the effects of intragroup conflict in organizations from a contingency perspective. We consider: (1) the type of conflicts that exist; (2) the organizational ou...
Article
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I contribute to complementarities theory by defining synergies in an organizational dispute resolution system with respect to how components interact. Disputants must be able to use any component for any conflict, and multiple ones to address the same conflict. Drawing on insights from both organizational behavior and industrial relations theories,...
Article
This article presents and tests two models of how dispute resolution systems work and examines two potential mechanisms that may explain why they work. The article first determines if dispute resolutions improve individuals' conflict attitudes, decrease avoidance, increase negotiation and increase resolution because each component exerts a direct e...
Article
Results from previous research suggest that individuals change their preferences during negotiations (J. R. Curhan, M. A. Neale, & L. Ross, forthcoming). Consistent with dissonance and self-perception theories, negotiators enhance their valuation of offers they make. Consistent with reactance theory and rational inference, negotiators devalue offer...

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