| Managing multicultural teams J Brett, K Behfar, MC Kern The Essential Guide to Leadership 85, 87-96, 2009 | 508 | 2009 |
| Bounded ethicality: The perils of loss framing MC Kern, D Chugh Psychological Science 20 (3), 378-384, 2009 | 287 | 2009 |
| Revealed or concealed? Transparency of procedures, decisions, and judgment calls in meta-analyses ZG Aytug, HR Rothstein, W Zhou, MC Kern Organizational Research Methods 15 (1), 103-133, 2012 | 145 | 2012 |
| Managing challenges in multicultural teams K Behfar, M Kern, J Brett National culture and groups 9, 233-262, 2006 | 139 | 2006 |
| Withstanding moral disengagement: Attachment security as an ethical intervention D Chugh, MC Kern, Z Zhu, S Lee Journal of Experimental Social Psychology 51, 88-93, 2014 | 121 | 2014 |
| Classroom research: Bridging the ivory divide DL Loyd, MC Kern, L Thompson Academy of Management Learning & Education 4 (1), 8-21, 2005 | 76 | 2005 |
| Viewing time through the lens of the self: The fit effect of self‐construal and temporal distance on task perception S Lee, AY Lee, MC Kern European Journal of Social Psychology 41 (2), 191-200, 2011 | 63 | 2011 |
| The micro-dynamics of coalition formation D Diermeier, RI Swaab, VH Medvec, MC Kern Political Research Quarterly 61 (3), 484-501, 2008 | 50 | 2008 |
| A dynamic and cyclical model of bounded ethicality D Chugh, MC Kern Research in Organizational Behavior 36, 85-100, 2016 | 49 | 2016 |
| Bridging social distance in inter‐cultural negotiations:“you” and the bi‐cultural negotiator MC Kern, S Lee, ZG Aytug, JM Brett International Journal of Conflict Management 23 (2), 173-191, 2012 | 46 | 2012 |
| Getting the floor: Motive-consistent strategy and individual outcomes in multi-party negotiations MC Kern, JM Brett, LR Weingart Group Decision and Negotiation 14, 21-41, 2005 | 41 | 2005 |
| The illusion of transparency in performance appraisals: When and why accuracy motivation explains unintentional feedback inflation M Schaerer, M Kern, G Berger, V Medvec, RI Swaab Organizational Behavior and Human Decision Processes 144, 171-186, 2018 | 35 | 2018 |
| Who says what to whom? The impact of communication setting and channel on exclusion from multiparty negotiation agreements RI Swaab, MC Kern, D Diermeier, V Medvec Social Cognition 27 (3), 385-401, 2009 | 31 | 2009 |
| Multicultural experience: Development and validation of a multidimensional scale ZG Aytug, MC Kern, S Dilchert International Journal of Intercultural Relations 65, 1-16, 2018 | 25 | 2018 |
| Duo status: Disentangling the complex interactions within a minority of two DL Loyd, JB White, M Kern Diversity and groups 11, 75-92, 2008 | 15 | 2008 |
| Ethical learning: releasing the moral unicorn D Chugh, MC Kern Organizational wrongdoing: Key perspectives and new directions, 474-503, 2016 | 13 | 2016 |
| Zarządzanie zespołami wielokulturowymi J Brett, K Behfar, MC Kern Harvard Business Review Polska, 2010 | 12 | 2010 |
| The “fixed” pie perception and strategy in dyadic versus multiparty negotiations MC Kern, JM Brett, LR Weingart, CS Eck Organizational Behavior and Human Decision Processes 157, 143-158, 2020 | 8 | 2020 |
| The enlightened negotiator: what is the best type of interaction? G Berger, MMC Kern, L Thompson Available at SSRN 400780, 2003 | 7 | 2003 |
| The conduct and reporting of meta-analyses in I/O psychology and OB: Standard or deviation Z Aytug, W Zhou, HR Rothstein, M Kern Poster presented at the 24th Annual Conference of the Society for Industrial …, 2009 | 6 | 2009 |
Dolly ChughNew York UniversityVerified email at stern.nyu.edu
