“Women are not only negotiating effectively by traditional measures. They are also building the kind of trust that leads people to want to negotiate with them again in the future,” says Charlotte “Charlie” Townsend, ILR postdoctoral associate, summing up takeaways from recent research that she led.

Men and women achieve similar economic outcomes in negotiations, but female negotiators foster stronger interpersonal relationships, according to new research by Charlotte “Charlie” Townsend, a Future of Work fellow in the ILR School’s Department of Organizational Behavior.

If you don’t have anything nice to say, perhaps it’s OK to say it anyway – if responding to someone who has treated you or your group disrespectfully, according to research by Merrick Osborne, assistant professor of organizational behavior.

Companies risk being criticized as hypocritical when their words and deeds don’t match – even if those discrepancies are decades apart, according to research by Brian Lucas, associate professor of organizational behavior.

Pay range transparency laws intended to promote pay equity can inadvertently deter women from applying, thus perpetuating gender gaps in the workforce, according to research from Alice Lee, assistant professor of organizational behavior.

Research contributed to by Nicole Thio, ILR Ph.D. student, finds that leaders often underestimate the value of “boring” meetings, which can surface insights, strengthen relationships and reveal early warning signs.

ILR Assistant Professor Alice Lee shares research findings that wide salary ranges in job postings can unintentionally perpetuate gender pay gaps.

Emily Zitek, associate professor, discusses problems caused by people with an “entitled” personality.

People who sign consent forms feel more trapped – not more empowered – than those who give consent verbally, according to new research by Vanessa Bohns, the Braunstein Family Professor in the ILR School.

Timing, not just content, influences whether organizational expressions of allyship are perceived as authentic, according to research by James T. Carter, assistant professor of organizational behavior.

Rsearch from Merrick Osborne found that when allies directly asked a marginalized person for help during a prejudice confrontation, marginalized group members reported more emotional burden than when no help was sought.

ILR Associate Professor Emily Zitek provides background on her recent research into effective performance reviews and offers tips for employers about narrative-based performance reviews and numerical employee rankings.

Shifting from numerical to narrative-based performance reviews can significantly impact employees’ perceptions of fairness and their likelihood of improving performance based on the feedback, according to new research by Associate Professor Emily Zitek.

Emily Zitek, ILR associate professor, is extensively quoted in this article about her recent research, which sheds light on how to write a performance review that feels fair to the employee and that will inspire the employee to want to improve their performance.

Research by Emily Zitek, ILR associate professor, is the focus of this article about using numbers versus providing narrative feedback on performance reviews.

Vanessa Bohns, ILR professor of organizational behavior, explains how people’s fear of social risks affects their willingness to connect with others.

Encouraging a growth mindset and being more subtle about the pursuit of power and dominance are among the ways women might rise through the ranks in the workplace, according to a new model that maps women’s pathways to influence.

Vanessa Bohns, ILR professor of organizational behavior, refers to research to explain why a person may miss an opportunity to give a compliment.

Emily Zitek, ILR associate professor, provides research-based analysis on the use of AI to monitor and evaluate employees.

Research from Vanessa Bohns, ILR professor of organizational behavior, is cited in a discussion of friends offering help without being asked; the research suggests that friends often underestimate how much their help is appreciated.

This article notes research from Vanessa Bohns, ILR professor of organizational behavior, about the power of saying no.

James Carter, ILR assistant professor of organizational behavior, comments on a research study that he co-authored, saying that people with higher social status are more able to “be their authentic selves” in the workplace.

New research by Alice Lee, assistant professor of organizational behavior, found that a seller’s emotional attachment to an item – big or small – influences the “sales funnel,” the process through which sellers sort through the field of potential buyers to determine the course of negotiation and, ultimately, the sale.

Brian Lucas, an associate professor of organizational behavior at Cornell University, teaches his students the value of sticking with something: He calls it the “10 Percent Rule.” Through his research, he has found that people tend to underestimate how creative they can be when they’re working on a task.

People who are passionate about their work, but then become less engaged in it, may stay at the job due to an exaggerated fear that others will judge them harshly for quitting, but new research has revealed they may be judged less harshly.

“We all like to feel like good, kind, effective people,” Vanessa Bohns, a Cornell University organizational-behavior professor who worked on the study, told me in an email. “When we are looking onto an event from the sidelines, we don’t get to feel any of those things.”

Using Major League Baseball as a case study, Cornell research highlights potential shortcomings in diversity metrics that could obscure inequities in sports and other organizations.

This piece references research by Brian Lucas, ILR associate professor, stating that ideas thieves don’t see themselves as bad people, and justify their actions by mimicking early stage products rather than established ones, adding their own flair and reasoning that their idea is one of inspiration, not imitation.

Even when an agreement meets the legal criteria for consent, individuals may not feel as though they have truly given consent, which can have serious consequences for the employees’ relationship with their organization, according to new research from Vanessa Bohns.

Individuals who steal ideas from creative workers prefer to do so in earlier conceptual stages than creators expect, according to new research by Brian Lucas, associate professor of organizational behavior.