Three studies tested hypotheses predicting that Indian and American negotiators' propensity to trust accounts for their strategy, insight, and joint gains in negotiation. Study 1, a survey, documented that Indian negotiators trust their counterparts less than American negotiators. Study 2, a negotiation simulation, linked American and Indian negotiators' self-reported trust and strategy to their insight and joint gains. Study 3 replicated and extended Study 2 using independently-coded negotiation strategy data, allowing for stronger causal inferences. Overall, the strategy necessitated by Indian negotiators' low propensity to trust produced relatively poor outcomes. Our data support an expanded theoretical model of negotiation, linking culture and trust to strategies and outcomes. Our discussion suggests an approach that may help low-trust negotiators in general perform better.

The present study examines a mediated moderation model of the effects of conscientiousness and coping strategies on the relationship between abusive supervision and employees' job performance. Across 2 studies conducted in India, we found evidence that the relationship between abusive supervision and job performance was weaker when employees were high in conscientiousness. In addition, we found that the use of an avoidance coping strategy facilitated a negative relationship between abusive supervision and performance. Finally, we found that the moderating effects of conscientiousness were mediated by the use of avoidance coping strategies. Our findings contribute to theories of abusive supervision, personality, coping strategies, and job performance.

Many practices in the field of industrial‐organizational psychology assume that individual performance is stable across time; yet, little is actually known about the extent to which performance varies within individuals. We specifically address this issue by exploring the longitudinal influence of a situational opportunity (referrals received from the central office) on intraindividual performance outcomes of sales representatives. We also explore Conscientiousness and Openness to Experience as traits that explain variation in adaptation to changes in referrals. Our results show that more weekly variation in individual performance resides within individuals than between individuals. A majority of this variance is explained by the situational opportunity of referrals. Furthermore, the positive relationship between referrals and outcomes is stronger for sales representatives high on Conscientiousness, but weaker for representatives high on Openness to Experience.

Objective performance indicators have low test-retest reliability, particularly in complex jobs. Yet, little is actually known about the reasons why objective performance indicators lack temporal stability. The authors address this issue by using data from a sample of 106 professional football players to explore how the actions of other people influence intraindividual variation in performance. Results suggest that weekly measures of performance outcome exhibit substantial variability within individuals. A significant portion of this within-person variance is explained by environmental fluctuation created by the constraining actions of other people. Individuals with highly fluctuating past performance exhibit stronger relationships between the actions of competitors and subsequent performance outcomes. The intraindividual relationship between fluctuating constraints and performance outcomes is also stronger for individuals in more complex jobs.

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