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Full-Text Articles in Business
To Give Or Not To Give? Choosing Chance Under Moral Conflict, Stephanie C. Lin, Taly Reich
To Give Or Not To Give? Choosing Chance Under Moral Conflict, Stephanie C. Lin, Taly Reich
Research Collection Lee Kong Chian School Of Business
Although prior research suggests that people should not prefer random chance to determine their outcomes, we propose that in the context of prosocial requests, a contingent of people prefer to rely on chance. We argue that this is because they are conflicted between losing resources (e.g., time, money) and losing moral selfregard. Across five studies, in both choices with binary outcomes (whether to volunteer) and ranges of outcomes (how much to donate), some people preferred to be randomly assigned an outcome rather than to make their own choices. This did not negatively affect prosocial behavior in binary choices and improved …
Moral Traps: When Self-Serving Attributions Backfire In Prosocial Behavior, Stephanie C. Lin, Julian J. Zlatev, Dale T. Miller
Moral Traps: When Self-Serving Attributions Backfire In Prosocial Behavior, Stephanie C. Lin, Julian J. Zlatev, Dale T. Miller
Research Collection Lee Kong Chian School Of Business
Two assumptions guide the current research. First, people's desire to see themselves as moral disposes them to make attributions that enhance or protect their moral self-image: When approached with a prosocial request, people are inclined to attribute their own noncompliance to external factors, while attributing their own compliance to internal factors. Second, these attributions can backfire when put to a material test. Studies 1 and 2 demonstrate that people who attribute their refusal of a prosocial request to an external factor (e.g., having an appointment), but then have that excuse removed, are more likely to engage in prosocial behavior than …
Sidestepping The Rock And The Hard Place: The Private Avoidance Of Prosocial Requests, Stephanie C. Lin, Rebecca L. Schaumberg, Taly Reich
Sidestepping The Rock And The Hard Place: The Private Avoidance Of Prosocial Requests, Stephanie C. Lin, Rebecca L. Schaumberg, Taly Reich
Research Collection Lee Kong Chian School Of Business
For some, facing a prosocial request feels like being trapped between a rock and a hard place, requiring either a resource (e.g., money) or psychological (e.g., self-reproach) cost. Because both outcomes are dissatisfying, we propose that these people are motivated to avoid prosocial requests, even when they face these requests in private, anonymous contexts. In two experiments, in which participants' anonymity and privacy was assured, participants avoided facing prosocial requests and were willing to do so at a personal cost. This was true both for people who would have otherwise complied with the request and those who would have otherwise …
I Follow My Heart And We Rely On Reasons: The Impact Of Self-Construal On Reliance On Feelings Versus Reasons In Decision Making, Jiewen Hong, Hannah H. Chang
I Follow My Heart And We Rely On Reasons: The Impact Of Self-Construal On Reliance On Feelings Versus Reasons In Decision Making, Jiewen Hong, Hannah H. Chang
Research Collection Lee Kong Chian School Of Business
Results from six experiments support the hypothesis that an accessible independent self-construal promotes a greater reliance on feelings in making judgments and decisions, whereas an accessible interdependent self-construal promotes a greater reliance on reasons. Specifically, compared to an interdependent self-construal, an independent self-construal increases the relative preference for affectively superior options as opposed to cognitively superior options (experiments 1A and 1B) and strengthens the effects of incidental mood on evaluations (experiment 2). Further, valuations of the decision outcome increase when independent (interdependent) consumers adopt a feeling-based (reason-based) decision strategy (experiment 3). Finally, these effects are moderated by decision focus (whether …
Adding Small Differences Can Increase Similarity And Choice, Jongmin Kim, Nathan Novemsky, Ravi Dhar
Adding Small Differences Can Increase Similarity And Choice, Jongmin Kim, Nathan Novemsky, Ravi Dhar
Research Collection Lee Kong Chian School Of Business
Similarity plays a critical role in many judgments and choices. Traditional models of similarity posit that increasing the number of differences between objects cannot increase judged similarity between them. In contrast to these previous models, the present research shows that introducing a small difference in an attribute that previously was identical across objects can increase perceived similarity between those objects. We propose an explanation based on the idea that small differences draw more attention than identical attributes do and that people’s perceptions of similarity involve averaging attributes that are salient. We provide evidence that introducing small differences between objects increases …
Tradeoffs And Depletion In Choice, Jing Wang, Nathan Novemsky, Ravi Dhar, Roy Baumeister
Tradeoffs And Depletion In Choice, Jing Wang, Nathan Novemsky, Ravi Dhar, Roy Baumeister
Research Collection Lee Kong Chian School Of Business
Four experiments examine why choices deplete executive resources. The authors show that the resolution of trade-offs is a driver of depletion effects arising from choice, and the larger the trade-offs, the greater is the depletion effect. The authors also find that choice difficulty not related to trade-offs does not influence the depleting effect of the choices. Finally, the authors find that though people can intuit some depletion effects, they do not intuit that choices or trade-offs within choices might be depleting and therefore fail to predict that larger trade-offs are more depleting.
East Vs. West: Strategic Marketing Management Meets The Asian Networks, George T. Haley, Chin Tiong Tan
East Vs. West: Strategic Marketing Management Meets The Asian Networks, George T. Haley, Chin Tiong Tan
Research Collection Lee Kong Chian School Of Business
Strategic management in Asia is different. Decision-making differs from that taught in Western, and even Asian, schools of business. In the last decade, the influence of Japanese management systems on Western management practice has become evident. Though the Japanese economy is the world's second largest, and Japan's population substantial, neither compares with the combined economies and combined populations of non-Japanese Asia. The influence of the most aggressive elements of the non-Japanese Asian business communities, the Overseas Chinese and Overseas Indian Networks cannot help to be felt on Western management practice. This article explains why this difference in decision-making styles exists, …