Faculty Profile

Michael SCHAERER's photo
Lee Kong Chian School of Business

Michael SCHAERER

Full-time Faculty
Assistant Professor of Organisational Behaviour & Human Resources

Education

2012 - 2017 Ph.D. in Management (Organizational Behavior)
INSEAD
2009 - 2010 M.Sc. in International Management
London School of Economics
2006 - 2009 B.A. in Business Administration
University of St. Gallen

Current Appointment(s)

2017 - Now Assistant Professor of Organisational Behaviour & Human Resources
Lee Kong Chian School of Business, Singapore Management University

Research Interests

  • Social hierarchies
  • Negotiation
  • Groups and teams
  • Judgment and decision-making
  • Feedback and advice giving

Selected Awards

  • MIM Excellent Teaching Award, Singapore Management University, 2020
  • Winner Early Career Award, International Association for Conflict Management, 2020
  • Winner Best Empirical Paper Award, Academy of Management, 2020
  • Lee Kong Chian Fellowship, Singapore Management University, 2020-2021
  • Nominated for Most Promising Teaching Award, SMU, 2019; 2020
  • Dean's Teaching Honor List, SMU, 2018; 2019; 2020
  • Winner Outstanding Article Award, International Association for Conflict Management, 2017
  • INSEAD MBA Alumni PhD Award for outstanding achievements during the PhD program, 2017
  • Winner Best Student Paper Award, International Association for Conflict Management, 2016
  • Winner Best Student Poster Award, Society for Personality and Social Psychology, 2016
  • Runner-up Best Student Poster Award, Society for Personality and Social Psychology, 2016
  • Winner Best Student Paper Award, Academy of Management, 2015
  • Swiss National Science Foundation Doc Mobility Scholarship, 2015-2016

 

Selected Journal Articles (Refereed)

  • Tey, K., Schaerer, M., Madan, N., & Swaab, R.I. (2021). The impact of concession patterns on negotiations: When and why decreasing concessions lead to a distributive disadvantage. Organizational Behavior and Human Decision Processes, 165, 153-166.
  • Schaerer, M., Foulk, T. A., du Plessis, C., Tu, M.-H., & Krishnan, S. (2021). Just because you're powerless doesn't mean they aren't out to get you: Low power, paranoia, and aggressive behavior. Organizational Behavior and Human Decision Processes, 165, 1-20.
  • Anicich, E. M., Schaerer, M., Gale, J. P., & Foulk, T. A. (2021). A fluctuating sense of power is associated with reduced well-being. Journal of Experimental Social Psychology, 92, 104057.
  • Schaerer, M., Schweinsberg, M., Thornley, N., & Swaab, R. I. (2020). Win-win in distributive negotiations: The affective and economic benefits of strategic offer framing. Journal of Experimental Social Psychology, 87, 103943. 
  • Anicich, E. M., Foulk, T., Osborne, M., Gale, J. P., & Schaerer, M. (2020). Getting back to the “new normal”: Autonomy restoration during a global pandemic. Journal of Applied Psychology, 105(9), 931-943.
  • Foulk, T., De Pater, I., Schaerer, M., du Plessis, C., Lee., R., & Erez, A. (2020). It’s lonely at the bottom (too): The effects of experienced powerlessness on social closeness and disengagement. Personnel Psychology, 73(2), 363-394.
  • Schaerer, M., Teo, L., Madan, N., & Swaab, R. I. (2020). Power and negotiation: Review of current evidence and future directions. Current Opinion in Psychology, 33, 47-51.
  • Schaerer, M., du Plessis, C., Yap, A.J., & Thau, S. (2018). Low power individuals in social power research: A quantitative review, theoretical framework, and empirical test. Organizational Behavior and Human Decision Processes, 149, 73-96.
  • Schaerer, M., Schweinsberg, M., & Swaab, R.I. (2018). Imaginary alternatives: The impact of mental simulation on powerless negotiators. Journal of Personality and Social Psychology, 115(1), 96-117.
  • Schaerer, M., Tost, L.P., Huang, L., Gino, F., & Larrick, R.P. (2018). Advice giving: A subtle pathway to power. Personality and Social Psychology Bulletin, 44(5), 746-761.
  • Schaerer, M., Kern, M., Berger, G., Medvec, V.H., & Swaab, R.I. (2018). The illusion of transparency in performance appraisals: When and why accuracy motivation explains unintentional feedback inflation. Organizational Behavior and Human Decision Processes, 144, 171-186.
  • Schaerer, M., Loschelder, D, & Swaab, R.I. (2016). Bargaining zone distortion in negotiations: The elusive power of multiple alternatives. Organizational Behavior and Human Decision Processes, 137, 156-171.
  • Loschelder, D., Friese, M., Schaerer, M., & Galinsky, A.D. (2016). The too-much precision effect: When and why precise anchors backfire with experts. Psychological Science, 27(12), 1573-1587.
  • Schweinsberg, M., et al. (2016). The pipeline project: Pre-publication independent replications of a single laboratory’s research pipeline. Journal of Experimental Social Psychology, 66, 55-67.
  • Swaab, R.I., Phillips, K.W., & Schaerer, M. (2016). Secret conversation opportunities facilitate minority influence in virtual groups: The influence on majority power, information processing, and decision quality. Organizational Behavior and Human Decision Processes, 133, 17-31.
  • Schaerer, M., Swaab, R.I., & Galinsky, A.D. (2015). Anchors weigh more than power: Why absolute powerlessness liberates negotiators to achieve better outcomes. Psychological Science, 26(2), 170-181.
  • Swaab, R.I., Schaerer, M., Anicich, E.M., Ronay, R., & Galinsky, A.D. (2014). The too-much-talent effect: Team interdependence determines when more talent is too much or not enough. Psychological Science, 25(8), 1581-1591.