Jessica Kennedy

Based on our new edited book, this article discusses how to apply negotiation within the home during the covid pandemic.

Hardback
Research Handbook on Gender and Negotiation
Research Handbooks in Business and Management series
Edited by Mara Olekalns, Professor of Management (Negotiation), Melbourne Business School, Australia and Jessica A. Kennedy, Associate Professor of Management, Owen Graduate School of Management, Vanderbilt University, US
Publication Date: 2020 ISBN: 978 1 78897 675 6 Extent: 392 pp
In this groundbreaking Research Handbook, leading international researchers analyse how… Show more

Hardback
Research Handbook on Gender and Negotiation
Research Handbooks in Business and Management series
Edited by Mara Olekalns, Professor of Management (Negotiation), Melbourne Business School, Australia and Jessica A. Kennedy, Associate Professor of Management, Owen Graduate School of Management, Vanderbilt University, US
Publication Date: 2020 ISBN: 978 1 78897 675 6 Extent: 392 pp
In this groundbreaking Research Handbook, leading international researchers analyse how negotiators’ gender shapes their behaviour and outcomes at the bargaining table, in both work and non-work contexts. World-class experts from the field of negotiation present cutting-edge research on gender and negotiation, highlighting controversies, and generating new questions for consideration. In so doing, this Research Handbook offers helpful insights to negotiators and forges a path for future research. Show less

*Awarded "Best Practitioner Paper" by the OB Division of the Academy of Management.*

The reasons for women’s relatively slow ascension in the workplace have been a matter of considerable debate. This article explores why so much remains misunderstood about the challenges women face and why negative stereotypes—specifically, the view that women are innately poor advocates for themselves—persist. In fact, women possess unique advantages as negotiators, including greater cooperativeness and… Show more

*Awarded "Best Practitioner Paper" by the OB Division of the Academy of Management.*

The reasons for women’s relatively slow ascension in the workplace have been a matter of considerable debate. This article explores why so much remains misunderstood about the challenges women face and why negative stereotypes—specifically, the view that women are innately poor advocates for themselves—persist. In fact, women possess unique advantages as negotiators, including greater cooperativeness and stronger ethics. But often those strengths are overlooked or severely undervalued. This article presents practical strategies for managers and negotiators of both genders to close the performance gaps and calls for changing the narrative on what it means to be a successful negotiator.

Kray, L. J., & Kennedy, J. A. (2017). Changing the Narrative: Women as Negotiators--and Leaders. California Management Review, 60, 70-87.
*For the academic counterpart to this paper, see our 2015 paper in Research in Organizational Behavior.* Show less

*Awarded "Best Article in 2016" from the Society for Business Ethics.*

If a person who has a price cannot have dignity (Kant 1785/1996), one might believe that firms are an ideal place for dignity, for, as Ronald Coase (1937) memorably claims, a price mechanism that occurs in a market significantly wanes inside firms. The moral reality, however, is not that simple. We explain the conflict between managers' authority and employees' dignity and ask whether there is any justification that… Show more

*Awarded "Best Article in 2016" from the Society for Business Ethics.*

If a person who has a price cannot have dignity (Kant 1785/1996), one might believe that firms are an ideal place for dignity, for, as Ronald Coase (1937) memorably claims, a price mechanism that occurs in a market significantly wanes inside firms. The moral reality, however, is not that simple. We explain the conflict between managers' authority and employees' dignity and ask whether there is any justification that reconciles them, ultimately advancing an argument that workers can accept hierarchical authority (only) when it enables a certain type of social functioning critical for the good life of workers and other involved parties. Show less

What happens to overconfident individuals when others learn how good they truly are at the task? In three studies, we found that group members did not react negatively to individuals revealed as overconfident, and in fact still viewed them positively. Therefore, the status benefits of overconfidence outweighed any possible status costs. This poses risks for the quality of group decision-making and suggests groups may need to adopt more punitive reactions to stamp out overconfidence when it is… Show more

What happens to overconfident individuals when others learn how good they truly are at the task? In three studies, we found that group members did not react negatively to individuals revealed as overconfident, and in fact still viewed them positively. Therefore, the status benefits of overconfidence outweighed any possible status costs. This poses risks for the quality of group decision-making and suggests groups may need to adopt more punitive reactions to stamp out overconfidence when it is discovered. Show less