This study tested predictions derived from Structural Adaptation Theory (SAT) on the longitudinal effects of centralizing and decentralizing decision-making structures in teams. Results from 93 four-person teams working on a command and control simulation generally supported SAT, documenting...

Structural Adaptation Theory proposes that it is more difficult for teams to change from competitive to cooperative reward conditions than it is for them to change in the opposite direction, and this has been labeled the cutthroat cooperation effect [Johnson, M. D., Hollenbeck, J. R., Ilgen, D....

The purpose of this study was to utilize the challenge-hindrance framework to examine the discrete and combined effects of different environmental stressors on behavioral, cognitive, and affective outcomes at the team level. Results from 83 teams working on a command and control simulation...

Negotiators often bargain on behalf of constituents to whom they feel accountable. We argue that prior evidence for the superior outcomes of promotion-focused (vs. prevention-focused) negotiators may not hold when negotiators perceive high accountability to a third party. In two studies, we...

A classic debate in the organizational justice literature concerns the question of whether procedural justice and distributive justice are independent constructs. We investigate this question by using fMRI methods to examine brain activation patterns associated with procedural and distributive...