Precise Offers Are Potent Anchors: Conciliatory Counteroffers and Attributions of Knowledge in Negotiations
Making a precise first offer in a negotiation makes you seem better informed, which leads your counterparty to concede greater value to you.
Nobody Likes a Rat
When are colleagues likely to report each other for lying, and what happens when they do?
Risk, Innovation, and Social Value
Bruce Kogut, the director of the School's Sanford C. Bernstein & Co. Center for Leadership and Ethics, discusses the center's latest perspective about making the financial sector work for Wall Street and Main Street after the financial crisis.
Decision Making and Negotiation: Choice and Collaboration
Daniel Ames, who coordinates the School’s Decision Making and Negotiations Cross-Disciplinary Area, discusses the program's impact and highlights the contributions the Columbia Business School scholars are making in this critical field.
Ethically Diverse
Diverse firms are perceived as more ethical — and less deserving of punishment when they do commit transgressions.
Un-Follow the Leader
Cultural norms of deference to authority figures can inhibit Indian employees from challenging the status quo and sharing innovative ideas with managers.
Tiptoeing Toward Freedom
To be effective leaders, managers must offer employees the right amount of choice and flexibility.
No Time for Discrimination
Are people more likely to discriminate against minorities and women when considering immediate events or future events?
Hear and Be Heard
Leaders maximize their influence when they balance speaking out with listening up.