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  1. The Social Psychology of Procedural Justice.E. Allan Lind & Tom R. Tyler - 1988 - Springer Verlag.
    We dedicate this book to John Thibaut. He was mentor and personal friend to one of us, and his work had a profound intellectual influence on both of us. We were both strongly influenced by Thibaut's insightful articulation of the importance to psychology of the concept of pro cedural justice and by his empirical work with Laurens Walker in reactions to legal institu demonstrating the role of procedural justice tions. The great importance we accord the Thibaut and Walker work is (...)
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  • Moral psychology is relationship regulation: Moral motives for unity, hierarchy, equality, and proportionality.Tage Shakti Rai & Alan Page Fiske - 2011 - Psychological Review 118 (1):57-75.
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  • Can Unintended Side Effects be Intentional? Resolving a Controversy Over Intentionality and Morality.Steve Guglielmo & Bertram F. Malle - 2010 - Personality and Social Psychology Bulletin 36:1635-1647.
    Can an event’s blameworthiness distort whether people see it as intentional? In controversial recent studies, people judged a behavior’s negative side effect intentional even though the agent allegedly had no desire for it to occur. Such a judgment contradicts the standard assumption that desire is a necessary condition of intentionality, and it raises concerns about assessments of intentionality in legal settings. Six studies examined whether blameworthy events distort intentionality judgments. Studies 1 through 4 show that, counter to recent claims, intentionality (...)
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  • Groups in mind : the coalitional roots of war and morality.John Tooby & Leda Cosmides - 2010 - In Henrik Høgh-Olesen (ed.), Human morality and sociality: evolutionary and comparative perspectives. New York: Palgrave-Macmillan. pp. 91--234.
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  • Judging passions: moral emotions in persons and groups.Roger Giner-Sorolla - 2012 - New York: Psychology Press.
    Psychological research shows that our emotions and feelings often guide the moral decisions we make about our own lives and the social groups to which we belong. But should we be concerned that out important moral judgments can be swayed by "hot" passions, such as anger, disgust, guilt, shame and sympathy? Aren't these feelings irrational and counterproductive? Using a functional conflict theory of emotions (FCT), Giner-Sorolla proposes that each emotion serves a number of different functions, sometimes inappropriately, and that moral (...)
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  • Corporate social responsibility as a source of organizational morality, employee commitment and satisfaction.Naomi Ellemers, Lotte Kingma, Jorgen van de Burgt & Manuela Barreto - 2011 - In George W. Watson (ed.), Organizational ethical behavior. New York: Nova Publishers.
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  • On the Social Dimensions of Moral Psychology.John D. GreenwooD - 2011 - Journal for the Theory of Social Behaviour 41 (4):333-364.
    Contemporary moral psychology has been enormously enriched by recent theoretical developments and empirical findings in evolutionary biology, cognitive psychology and neuroscience, and social psychology and psychopathology. Yet despite the fact that some theorists have developed specifically “social heuristic” (Gigerenzer, 2008) and “social intuitionist” (Haidt, 2007) theories of moral judgment and behavior, and despite regular appeals to the findings of experimental social psychology, contemporary moral psychology has largely neglected the social dimensions of moral judgment and behavior. I provide a brief sketch (...)
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  • Initial Impressions Determine Behaviours: Morality Predicts the Willingness to Help Newcomers. [REVIEW]Stefano Pagliaro, Marco Brambilla, Simona Sacchi, Manuela D’Angelo & Naomi Ellemers - 2013 - Journal of Business Ethics 117 (1):37-44.
    Prior research has demonstrated the impact of morality (vs. competence) information for impression formation. This study examines behavioral implications of people’s initial impressions based on information about their morality vs. competence in a workplace. School teachers and employees (N = 79) were asked to form an impression of a new school manager (i.e. a prospective boss), who was presented as High vs. Low in Morality and High vs. Low in Competence. Results showed that morality information rather than competence information determined (...)
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