Margaret Neale
Margaret Neale
Graduate School of Business, Stanford University
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Cited by
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
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
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
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
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
Negotiating rationally
MH Bazerman
Simon and Schuster, 1994
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
Cognition and rationality in negotiation
MA Neale, MH Bazerman
(No Title), 1991
Expertise in forecasting performance of security analysts
J Jacob, TZ Lys, MA Neale
Journal of Accounting and Economics 28 (1), 51-82, 1999
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
Organizational behavior: A management challenge
GB Northcraft, MA Neale
(No Title), 1990
Integrative bargaining in a competitive market
MH Bazerman, T Magliozzi, MA Neale
Organizational behavior and human Decision Processes 35 (3), 294-313, 1985
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
Heuristics in negotiation: Limitations to effective dispute resolution.
MH Bazerman, MA Neale
Cambridge University Press, 1986
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
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
Surface-level diversity and decision-making in groups: When does deep-level similarity help?
KW Phillips, GB Northcraft, MA Neale
Group processes & intergroup relations 9 (4), 467-482, 2006
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
The role of perspective-taking ability in negotiating under different forms of arbitration
MA Neale, MH Bazerman
ilr Review 36 (3), 378-388, 1983
Opportunity costs and the framing of resource allocation decisions
GB Northcraft, MA Neale
Organizational Behavior and Human Decision Processes 37 (3), 348-356, 1986
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