Niro Sivanathan

The first-offer effect demonstrates that negotiators achieve better outcomes when making the first offer than when receiving it. The evidence, however, primarily derives from studies of Westerners without systematic power differences negotiating over one issue—contexts that may amplify the first-offer effect. Thus, the present research explored the effect across cultures, among negotiators varying in power, and in negotiations involving single and multiple issues. The first two studies showed that the first-offer effect remains remarkably robust across cultures and multi-issue negotiations. The final two studies demonstrated that low-power negotiators benefit from making the first offer across single- and multi-issue negotiations. The second and fourth studies used multi-issue negotiations with distributive, integrative, and compatible issues, allowing us to show that first offers operate through the distributive, not the integrative or compatible issues. Overall, these results reveal that moving first can benefit negotiators across many organizational and personal situations.

Perspective taking is often the glue that binds people together. However, we propose that in competitive contexts, perspective taking is akin to adding gasoline to a fire: It inflames already-aroused competitive impulses and leads people to protect themselves from the potentially insidious actions of their competitors. Overall, we suggest that perspective taking functions as a relational amplifier. In cooperative contexts, it creates the foundation for prosocial impulses, but in competitive contexts, it triggers hypercompetition, leading people to prophylactically engage in unethical behavior to prevent themselves from being exploited. The experiments reported here establish that perspective taking interacts with the relational context—cooperative or competitive—to predict unethical behavior, from using insidious negotiation tactics to materially deceiving one’s partner to cheating on an anagram task. In the context of competition, perspective taking can pervert the age-old axiom “do unto others as you would have them do unto you” into “do unto others as you think they will try to do unto you.”

Differences in rank are a ubiquitous feature of social life. Moving beyond the traditional static view of social hierarchy, five studies spanning multiple contexts examined how intertemporal changes in rank influenced people’s status judgments. When final rank was held constant, people, products, and institutions were judged as higher status when they had arrived at this position by ascending, rather than descending, the hierarchy; moreover, these judgments affected downstream pricing recommendations, willingness to pay for products, and influence accepted from others. This impact of rank history on status judgments was accounted for by expectations of future status and moderated by the involvement of the self: The self and others are afforded an equivalent status boost for ascending to a given rank; however, only the self is pardoned the status tax that is levied on others for descending to the same rank. The theoretical utility of a dynamic approach to social hierarchy is discussed.

Consumption decisions are inherently rooted in both what to consume and what to forgo. Although prior research has focused on consumption, we instead examine what compels consumers to steer clear of particular goods. In two studies, we demonstrated that individuals experiencing self‐threat avoid low‐status goods to prevent further damage to their self‐worth. Individuals facing self‐threat showed a decreased willingness to buy (Study 1), and a correspondingly greater willingness to sell (Study 2) low‐status goods, as compared with nonthreatened individuals. Notably, these effects emerged even when such behaviors were associated with economic costs (Study 2). Together, these results highlight how the motive to preserve the self can affect market exchanges, thereby painting a more complete portrait of the relationship between consumption, status, and the self.

Direct-to-consumer (DTC) advertising of pharmaceutical drugs is often cited as the culprit for inflated patient demand for advertised drugs. Further to this economic concern, we provide an evidence-based psychological account of another concern that warrants the re-examination of the merits of DTC advertising of prescription drugs. Across six experiments and a sample of 3,059 US participants, we find reliable evidence for the argument dilution effect. Specifically, when commercials list severe side effects along with those that are most frequent (which include both serious and minor side effects), as required by the Food and Drug Administration, it dilutes consumers’ judgements of the overall severity of the side effects, compared with when only the serious side effects are listed. Furthermore, consumers’ reduced judgement of severity leads to greater attraction to those drugs. In regulating pharmaceutical advertisements, the Food and Drug Administration appear to have paradoxically dampened consumers’ judgements of overall severity and risk, and increased the marketability of these drugs.

We examine why dominant/authoritarian leaders attract support despite the presence of other admired/respected candidates. Although evolutionary psychology supports both dominance and prestige as viable routes for attaining influential leadership positions, extant research lacks theoretical clarity explaining when and why dominant leaders are preferred. Across three large-scale studies we provide robust evidence showing how economic uncertainty affects individuals’ psychological feelings of lack of personal control, resulting in a greater preference for dominant leaders. This research offers important theoretical explanations for why, around the globe from the United States and Indian elections to the Brexit campaign, constituents continue to choose authoritarian leaders over other admired/respected leaders.

Conspicuous consumption refers to the phenomenon where individuals purchase goods for signalling social status, rather than for its inherent functional value. This study (n = 166 male participants) investigated how the outcome of a social competition influenced conspicuous consumption, and its association with competition-induced testosterone reactivity. Winning a competition increased both explicit and implicit preferences for higher-status vs. lower-status products, using both natural stimuli (prestigious cars) and laboratory-tagged stimuli of matched value (university T-shirts). Competition also influenced behaviour in an Ultimatum Game, such that winners were more likely to reject unfair offers. Competition outcomes had no discernible influence upon salivary testosterone levels, and neither basal testosterone levels nor testosterone reactivity induced by competition predicted the conspicuous consumption measures. Our data indicate that winning a competition lead to more dominant behaviour, albeit in a manner that is not statistically regulated by testosterone, possibly through increased feeling of entitlement.

Jockeying and competing for higher status is an inherent feature of rank-ordered hierarchies. Despite theoretically acknowledging rank changes within hierarchies, the extant literature has ignored the role of competitors’ dynamic movements on a focal actor’s resulting behavior. By using a dynamic lens to examine these movement in competitive situations, we examine how positive change in a competitor’s rank—that is, positive status momentum—affects a focal actor’s psychology and resulting performance. We consider the real-world contexts of 5.2 million observations of chess tournaments and 117,762 observations of professional tennis players and find that a focal actor’s performance in both cognitive and physical competitions is negatively impacted when facing a competitor with positive momentum. Additionally, 4 experimental studies reveal that a competitor’s positive momentum results in the focal actor’s positive projection of the competitor’s future rank, which, in turn, increases the psychological threat for the actor. Collectively, our findings advance the social hierarchy literature by helping to elucidate the manner in which rank-ordered hierarchies are negotiated and disrupted over time.