Disambiguations:
Daniel Diermeier [3]Daniel A. Diermeier [1]
  1.  4
    Eyal Sagi & Daniel Diermeier (2015). Language Use and Coalition Formation in Multiparty Negotiations. Cognitive Science 40 (4):n/a-n/a.
    The alignment of bargaining positions is crucial to a successful negotiation. Prior research has shown that similarity in language use is indicative of the conceptual alignment of interlocutors. We use latent semantic analysis to explore how the similarity of language use between negotiating parties develops over the course of a three-party negotiation. Results show that parties that reach an agreement show a gradual increase in language similarity over the course of the negotiation. Furthermore, reaching the most financially efficient outcome is (...)
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  2.  19
    Daniel Diermeier (1995). Rational Choice and the Role of Theory in Political Science. Critical Review 9 (1-2):59-70.
    In their survey of empirical research based on rational choice theory, Don Green and Ian Shapiro point to a list of methodological deficiencies or ?pathologies.? The main problem with Green and Shapiro's list lies in the standards they use to evaluate the achievements of rational choice theory. These standards are derived from a view of empirical research that is deeply questionable and, in the stated form, inconsistent with both standard insights in contemporary philosophy of science and the established practice in (...)
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  3.  15
    Jennifer Jordan, Daniel A. Diermeier & Adam D. Galinsky (2012). The Strategic Samaritan. Business Ethics Quarterly 22 (4):621-648.
    This research examines how two dimensions of moral intensity involved in a corporation’s external crisis response—magnitude of effectiveness and interpersonal proximity—influence observer perceptions of and behavioral intentions toward the corporation. Across three studies, effectiveness decreased negative perceptions and increased pro-organizational intentions via ethical judgment of the response. Moreover, the two dimensions interacted such that a response high in proximity but low in effectiveness led to more negative perceptions and to less pro-organizational intentions. This interaction was particularly pronounced if the corporation (...)
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