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Bowles, Hannah

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Bowles

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Hannah

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Bowles, Hannah
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Now showing 1 - 10 of 18
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    Social Costs of Setting High Aspirations in Competitive Negotiation
    (Wiley, 2013-01-29) Lai, Lei; Bowles, Hannah; Babcock, Linda
    This paper explores the implications of a negotiator setting high aspirations on the counterpart’s assessments of the negotiator and future cooperation toward the negotiator. Participants were 134 undergraduates acting as buyers or sellers in a single-issue price negotiation. Buyers received instructions to set more or less ambitious aspirations. Buyers who set more ambitious aspirations achieved better economic outcomes. However, sellers paired with buyers setting more ambitious aspirations found their buyers to be less likeable, expressed less willingness to cooperate with them in the future, and behaved less generously toward them in a post-negotiation dictator game. The perceived likeability of the buyer explained why the sellers were less willing to cooperate in the future with buyers who had set more ambitious aspirations. This research contributes to the understanding of the downside of setting high aspirations in a competitive negotiation and provides implications on balancing one-time economic gain with future social loss.
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    Entry Points: Gaining Momentum in Early-Stage Cross-Boundary Collaborations
    (SAGE Publications, 2022-08-09) Martinez Orbegozo, Eva Flavia; de Jong, Jorrit; Bowles, Hannah; Edmondson, Amy; Nahhal, Anahide; Cox, Lisa
    To address complex social challenges, it is widely recognized that leaders from public, for-profit, and civic organizations should join forces. Yet, well-intended collaborators often struggle to achieve alignment and fail to gain traction in their joint efforts. This article proposes the concept of “entry points” as a key milestone in a collaboration's early stages. Using a unique set of rich, longitudinal data, we examine how ten cross-boundary teams with representation from ten city governments in North America and Europe searched for these entry points (i.e., opportunities for focused action to advance learning and progress towards their collective goals). Based on systematic coding, we propose factors that impeded or enabled the teams' abilities to find entry points in their collaborative work. The paper contributes to literatures on cross-boundary collaboration, problem-oriented governance, and paradoxes in organizational behavior, and it offers an analytic framework to help cross-boundary collaboration practitioners identify their entry points.
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    Gender in Job Negotiations: A Two-Level Game
    (Wiley, 2008-10) Bowles, Hannah; McGinn, Kathleen
    We propose taking a two-level-game (Putnam 1988) perspective on gender in job negotiations. At Level One, candidates negotiate with the employers. At Level Two, candidates negotiate with household members. In order to illuminate the interplay between these two levels, we review literature from two separate bodies of literature. Research in psychology and organizational behavior on candidate-employer negotiations sheds light on the effects of gender on Level One negotiations. Research from economics and sociology on intra-household bargaining elucidates how negotiations over the allocation of domestic labor at Level Two influence labor force participation at Level One. In conclusion, we integrate practical implications from these two bodies of literature to propose a set of prescriptive suggestions for candidates to approach job negotiations as a two-level game and to minimize disadvantageous effects of gender on job negotiation outcomes.
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    Introduction to Special Section: Gender in Negotiation
    (Wiley, 2008-10) Bohnet, Iris; Bowles, Hannah
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    Negotiating the Gender Gap
    (2011-08) Bowles, Hannah
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    Constraints and triggers: Situational mechanics of gender in negotiation.
    (American Psychological Association (APA), 2005) Bowles, Hannah; Babcock, Linda C.; McGinn, Kathleen
    The authors propose two categories of situational moderators of gender in negotiation: situational ambiguity and gender triggers. Reducing the degree of situational ambiguity constrains the influence of gender on negotiation. Gender triggers prompt divergent behavioral responses as a function of gender. Field and lab studies (1 and 2) demonstrate that decreased ambiguity in the economic structure of a negotiation (structural ambiguity) reduces gender effects on negotiation performance. Study 3 shows representation role (negotiating for self or other) functions as a gender trigger by producing a greater effect on female than male negotiation performance. Study 4 shows decreased structural ambiguity constrains gender effects of representation role, suggesting situational ambiguity and gender triggers work in interaction to moderate gender effects on negotiation performance.
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    "Untapped Potential in the Study of Negotiation and Gender Inequality in Organizations."
    (Academy of Management, 2008) McGinn, Kathleen; Bowles, Hannah
    Negotiation is a process that creates, reinforces, and reduces gender inequality in organizations, yet the study of gender in negotiation has little connection to the study of gender in organizations. We review the literature on gender in job negotiations from psychology and organizational behavior, and propose ways in which this literature could speak more directly to gender inequality in organizations by incorporating insights from research on gender in intra- household and collective bargaining. Taken together, these literatures illuminate how negotiations at the individual, household, and collective levels may contribute to the construction and deconstruction of gender inequality in organizations.
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    Claiming Authority: How Women Explain their Ascent to Top Business Leadership Positions
    (John F. Kennedy School of Government, Harvard University, 2012) Bowles, Hannah
    Career stories of 50 female executives from major corporations and high-growth entrepreneurial ventures suggest two alternative accounts of how women legitimize their claims to top leadership positions: navigating and pioneering. In navigating accounts, the women legitimized their claims to top authority positions by following well institutionalized paths of career advancement (e.g., high performance in line jobs) and self-advocating with the gatekeepers of the social hierarchy (e.g., bosses, investors). In pioneering accounts, the women articulated a strategic vision and cultivated a community of support and followership around their strategic ideas and leadership. The career stories suggested that, when the women’s authority claims were not validated, they engaged in narrative identity work to revise their aspirations and legitimization strategies. Sometimes narrative identity work motivated women to shift from one type of account to another, particularly from navigating to pioneering. Based on inductive analyses of these 50 career stories, I propose a process model of how women legitimize their claims to top leadership positions by recursively resetting career accounts as authority claims succeed or fail.
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    Psychological Perspectives on Gender in Negotiation
    (John F. Kennedy School of Government, Harvard University, 2012) Bowles, Hannah
    A fundamental form of human interaction, negotiation is essential to the management of relationships, the coordination of paid and household labor, the distribution of resources, and the creation of economic value. Understanding the effects of gender on negotiation gives us important insights into how micro-level interactions contribute to larger social phenomena, such as gender gaps in pay and authority. Recent research on gender in negotiation has shown us how gender stereotypes constrain women from negotiating access to resources and opportunities through lowered performance expectations and gendered behavioral constraints. However, this widening research stream is also beginning to provide hints for how individuals and organizations can overcome these limitations to women’s negotiation potential. In this chapter, I provide a brief history of psychological research on gender in negotiation, starting with the study of gender-stereotypic personality attributions and transitioning to a more sophisticated analysis of the effects of gender stereotypes on negotiation behaviors and performance. I review contemporary research on gender in negotiation using two interrelated frameworks. The first outlines the ways in which gender stereotypes influence negotiation, the second outlines situational factors that help predict when gender effects are likely to emerge in negotiation. These include ambiguity, which facilitates the emergence of gender effects, and gender triggers, which influence the salience and relevance of gender within the negotiating context. Finally, I highlight practical implications of research on gender in negotiation and point to future research directions that could transform insights about barriers to women’s negotiation performance into positive levers for change.
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    Linda Babcock: Go-getter and Do-gooder
    (Wiley, 2018-04-15) Bazerman, Max; Bohnet, Iris; Bowles, Hannah; Loewenstein, George
    In this tribute to the 2007 recipient of the winner of the Jeffrey Z. Rubin Theory-To-Practice Award by the International Association for Conflict Management (IACM), we celebrate Linda Babcock’s contributions to diverse lines of research, her tireless and effective efforts to put the insights of her research into practice, and, at a personal level, the impact she has had on each of our lives. Innovative ideas and novel methods have been the hallmarks of Linda’s research on diverse topics: the impact of self-serving conceptions of fairness on negotiations, the labor supply behavior of cab drivers, the impact of damage caps on settlements, the propensity of men and women to initiate negotiations, and the readiness of each gender to volunteer for, and work on, ‘non-promotable tasks’. Linda won this award, however, not only for her path-breaking academic research, but for her interest in, and ability to, convert it into actionable initiatives, From founding the Program for Research and Outreach on Gender Equity in Society (PROGRESS), whose mission is to develop tools to teach women and girls how to harness the power of negotiation to her leadership of the Carnegie Mellon Leadership and Negotiation Academy for Women, Linda shows how academics can play a leading role in translating theory into practice.