In two experiments we investigated the relation between power and deception in ultimatum bargaining. Results showed that recipients of an ultimatum used deception to obtain better offers and that more recipients did so in a low power position. Further analyses showed that the recipient's use of...

Research on information sharing in group decision-making has widely assumed a cooperative context and focused on the exchange of shared or unshared information in the hidden profile paradigm ([Stasser and Titus, 1985] and [Stasser and Titus, 1987]), neglecting the role of information importance....

We conducted an experiment to show how the interplay between informational diversity and other dimensions of diversity can account for some of the inconsistent effects of informational diversity in previous research. 70 four-person groups involved in a decision-making task received homogeneous...

Although there are numerous potential benefits to diversity in work groups, converging dimensions of diversity often prevent groups from exploiting this potential. In a study of heterogeneous decision-making groups, we examined whether the disruptive effects of diversity faultlines can be...