Michael Schaerer
Michael Schaerer
Assistant Professor, Singapore Management University
Verified email at insead.edu - Homepage
Cited by
Cited by
The too-much-talent effect: Team interdependence determines when more talent is too much or not enough
RI Swaab, M Schaerer, EM Anicich, R Ronay, AD Galinsky
Psychological Science 25 (8), 1581-1591, 2014
The pipeline project: Pre-publication independent replications of a single laboratory's research pipeline
M Schweinsberg, N Madan, M Vianello, SA Sommer, J Jordan, W Tierney, ...
Journal of Experimental Social Psychology 66, 55-67, 2016
Anchors weigh more than power: Why absolute powerlessness liberates negotiators to achieve better outcomes
M Schaerer, RI Swaab, AD Galinsky
Psychological Science 26 (2), 170-181, 2015
The too-much-precision effect: when and why precise anchors backfire with experts
DD Loschelder, M Friese, M Schaerer, AD Galinsky
Psychological Science 27 (12), 1573-1587, 2016
Bargaining zone distortion in negotiations: The elusive power of multiple alternatives
M Schaerer, DD Loschelder, RI Swaab
Organizational Behavior and Human Decision Processes 137, 156-171, 2016
Low power individuals in social power research: A quantitative review, theoretical framework, and empirical test
M Schaerer, C du Plessis, A Yap, S Thau
Organizational Behavior and Human Decision Processes 149, 73-96, 2018
The four horsemen of power at the bargaining table
A Galinsky, M Schaerer, JC Magee
Journal of Business & Industrial Marketing 32 (4), 606-611, 2017
Secret conversation opportunities facilitate minority influence in virtual groups: The influence on majority power, information processing, and decision quality
RI Swaab, KW Phillips, M Schaerer
Organizational Behavior and Human Decision Processes 133, 17-32, 2016
Advice giving: A subtle pathway to power
M Schaerer, LP Tost, L Huang, F Gino, R Larrick
Personality and Social Psychology Bulletin, 2018
Contextualizing social power research within organizational behavior
M Schaerer, AJ Lee, AD Galinsky, S Thau
The Self at Work: Fundamental Theory and Research, 214-242, 2018
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
Imaginary alternatives: The impact of mental simulation on powerless negotiators
M Schaerer, M Schweinsberg, RI Swaab
Journal of Personality and Social Psychology 115 (1), 96-117, 2018
Data from a pre-publication independent replication initiative examining ten moral judgement effects
W Tierney, M Schweinsberg, J Jordan, DM Kennedy, I Qureshi, ...
Scientific Data 3, 160082, 2016
Power and negotiation: Review of current evidence and future directions
M Schaerer, L Teo, N Madan, RI Swaab
Current Opinion in Psychology 33, 47-51, 2020
When you don’t have an alternative in a negotiation, try imagining one
M Schaerer, M Schweinsberg, RI Swaab
Harvard Business Review, 2018
Having too many options can make you a worse negotiator
M Schaerer, DD Loschelder, RI Swaab
Harvard Business Review, 2017
Win-win in distributive negotiations: The economic and relational benefits of strategic offer framing
M Schaerer, M Schweinsberg, N Thornley, RI Swaab
Journal of Experimental Social Psychology 87, 2020
It's lonely at the bottom (too): The effects of experienced powerlessness on social closeness and disengagement
TA Foulk, IE De Pater, M Schaerer, C du Plessis, R Lee, A Erez
Personnel Psychology 73 (2), 363-394, 2020
Sharing like a boss: How a consumer’s position in the hierarchy influences word-of-mouth valence
C du Plessis, M Schaerer, D Dubois
ACR North American Advances 47, 227-231, 2019
Are you sugarcoating your feedback without realizing it?
M Schaerer, RI Swaab
Harvard Business Review, 2019
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