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Mary Kern
Mary Kern
Baruch College
Verified email at baruch.cuny.edu
Title
Cited by
Cited by
Year
Managing multicultural teams
J Brett, K Behfar, MC Kern
The Essential Guide to Leadership 85, 87-96, 2009
4982009
Bounded ethicality: The perils of loss framing
MC Kern, D Chugh
Psychological Science 20 (3), 378-384, 2009
2782009
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
1422012
Managing challenges in multicultural teams
K Behfar, M Kern, J Brett
National culture and groups, 2006
1372006
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
1152014
Classroom research: Bridging the ivory divide
DL Loyd, MC Kern, L Thompson
Academy of Management Learning & Education 4 (1), 8-21, 2005
732005
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
612011
The micro-dynamics of coalition formation
D Diermeier, RI Swaab, VH Medvec, MC Kern
Political Research Quarterly 61 (3), 484-501, 2008
532008
A dynamic and cyclical model of bounded ethicality
D Chugh, MC Kern
Research in Organizational Behavior 36, 85-100, 2016
482016
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, 2012
442012
Getting the floor: Motive-consistent strategy and individual outcomes in multi-party negotiations
MC Kern, JM Brett, LR Weingart
Group Decision and Negotiation 14 (1), 21-41, 2005
412005
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
352018
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
292009
Multicultural experience: Development and validation of a multidimensional scale
ZG Aytug, MC Kern, S Dilchert
International Journal of Intercultural Relations 65, 1-16, 2018
212018
Duo status: Disentangling the complex interactions within a minority of two
DL Loyd, JB White, M Kern
Diversity and groups 11, 75-92, 2008
142008
Ethical learning: releasing the moral unicorn
D Chugh, MC Kern
Organizational wrongdoing: Key perspectives and new directions, 474-503, 2016
132016
Zarządzanie zespołami wielokulturowymi
J Brett, K Behfar, MC Kern
Harvard Business Review Polska, 2010
122010
The enlightened negotiator: what is the best type of interaction?
G Berger, MMC Kern, L Thompson
Available at SSRN 400780, 2003
92003
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
82020
Managing multicultural teams
J Brett, K Behfar, M Kern
Organizational Collaboration, 155-164, 2020
62020
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