Margaret Neale
Margaret Neale
Graduate School of Business, Stanford University
Verified email at stanford.edu
Title
Cited by
Cited by
Year
Why differences make a difference: A field study of diversity, conflict and performance in workgroups
KA Jehn, GB Northcraft, MA Neale
Administrative science quarterly 44 (4), 741-763, 1999
41561999
What differences make a difference? The promise and reality of diverse teams in organizations
E Mannix, MA Neale
Psychological science in the public interest 6 (2), 31-55, 2005
16512005
Experts, amateurs, and real estate: An anchoring-and-adjustment perspective on property pricing decisions
GB Northcraft, MA Neale
Organizational behavior and human decision processes 39 (1), 84-97, 1987
12461987
Negotiating rationally
MH Bazerman, MA Neale
Simon and Schuster, 1993
11451993
Being different yet feeling similar: The influence of demographic composition and organizational culture on work processes and outcomes
JA Chatman, JT Polzer, SG Barsade, MA Neale
Administrative Science Quarterly, 749-780, 1998
11331998
Group composition and decision making: How member familiarity and information distribution affect process and performance
DH Gruenfeld, EA Mannix, KY Williams, MA Neale
Organizational behavior and human decision processes 67 (1), 1-15, 1996
11301996
Virtualness and knowledge in teams: Managing the love triangle of organizations, individuals, and information technology
TL Griffith, JE Sawyer, MA Neale
MIS quarterly, 265-287, 2003
10762003
Cognition and rationality in negotiation
MA Neale, MH Bazerman
9151991
Expertise in forecasting performance of security analysts
J Jacob, TZ Lys, MA Neale
Journal of Accounting and Economics 28 (1), 51-82, 1999
7681999
The effects of framing and negotiator overconfidence on bargaining behaviors and outcomes
MA Neale, MH Bazerman
Academy of Management Journal 28 (1), 34-49, 1985
6951985
Integrative bargaining in a competitive market
MH Bazerman, T Magliozzi, MA Neale
Cambridge, Mass.: Massachusetts Institute of Technology, 1983
5671983
Who's really sharing? Effects of social and expert status on knowledge exchange within groups
MC Thomas-Hunt, TY Ogden, MA Neale
Management science 49 (4), 464-477, 2003
4902003
Organizational behavior: A management challenge
GB Northcraft, MA Neale
Dryden Press, 1990
4831990
Heuristics in negotiation: Limitations to effective dispute resolution.
MH Bazerman, MA Neale
Cambridge University Press, 1986
4411986
8. Information processing in traditional, hybrid, and virtual teams: From nascent knowledge to transactive memory
TL Griffith, MA Neale
Research in organizational behavior 23, 379-421, 2001
3862001
Diverse groups and information sharing: The effects of congruent ties
KW Phillips, EA Mannix, MA Neale, DH Gruenfeld
Journal of Experimental Social Psychology 40 (4), 497-510, 2004
3722004
Opportunity costs and the framing of resource allocation decisions
GB Northcraft, MA Neale
Organizational Behavior and Human Decision Processes 37 (3), 348-356, 1986
3071986
The impact of alternatives to settlement in dyadic negotiation
RL Pinkley, MA Neale, RJ Bennett
Organizational Behavior and Human Decision Processes 57 (1), 97-116, 1994
2921994
The role of perspective-taking ability in negotiating under different forms of arbitration
MA Neale, MH Bazerman
ILR Review 36 (3), 378-388, 1983
2841983
Behavioral negotiation theory: A framework for conceptualizing dyadic bargaining
MA Neale, GB Northcraft
Northwestern University, 1989
2791989
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Articles 1–20