Research suggests that power triggers assertive action. However, people from different cultures might expect different types of action from powerful individuals such as leaders. In comparing cultural differences in leadership imagery, we find that Americans represent leaders standing ahead of...

We compare how people react to good ideas authored by internal rivals (employees at the same organization) versus external rivals (employees at a competitor organization). We hypothesize that internal and external rivals evoke contrasting kinds of threats. Specifically, using knowledge from an...

This paper compares how managers value knowledge from internal and external sources. Although many theories account for favoritism toward insiders, we find that preferences for knowledge obtained from outsiders are also prevalent. Two complementary case studies and survey data from managers...

Researchers have often focused on how to ensure that individuals within diverse settings share deep-level perspectives across their various surface-level divides. In this paper we focus on understanding how members of the same social group (i.e., in-group members) manage their differences in...