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This chapter analyzes the aggregate performance of Home Run Derby competitors’ performance both before and after the Home Run Derby for the time period 1999–2013. Regression to the mean suggests that in general, those players with outstanding performances in the first half of the season will regress to the mean. The findings here are consistent with regression to the mean, and the mean performance along four key analytics is statistically significantly worse for the competitors. However, the winners’ mean performance both before and after the Home Run Derby are not statistically significantly different. Thus, the results are consistent with previous research, but the results also find so-called “winner and loser” effects in Major League Baseball.

We examine the effect of peer honesty on focal manager honesty in a budget reporting setting. We disclose peer honesty to the focal manager at three levels: no, partial, and full disclosure of the reporting behavior of the other managers in the focal managers’ cohort. In partial disclosure, only the reports of the least honest peers are disclosed to the focal manager. In full disclosure, all managers’ reports in the cohort are disclosed to the focal manager. We predict and find that disclosure of other managers’ reports leads to less honesty compared to the absence of disclosure. We show that disclosure changes the focal manager’s perceptions of what constitutes acceptable reporting behavior, such that reporting more dishonestly becomes more acceptable. Our results have implications for understanding fraud dynamics and have practical implications for the design of control systems, as they suggest that managers will use peer dishonesty to justify their own dishonesty, even when they know that only some of their peers report dishonestly.

Purpose: Social rejection is a negative interpersonal experience that leads to emotional, cognitive, and physiological outcomes. We develop a theoretical model arguing that social rejection in workplace settings can alter employees' personal values in either the short- or the long term. Methodology: This is a theoretical essay based on three theories: (1) human values; (2) affective events; and (3) shattered assumptions. Findings: In the proposed model, an employee's emotional reactions to social rejection in the workplace (emotional distress or emotional numbness) partially mediate the relationship between the experience of social rejection and short- or long-term development of self-protective (rather than self-expansive) personal values. Originality: The processes whereby social rejection at work leads to personal value change remain largely unexplored to date. The proposed model represents an initial attempt to understand this process, including the effects of emotional distress (long term) and emotional numbness (short term). Research Implications: The model introduces the mechanisms whereby social rejection in the workplace leads to short-term and long-term changes in individual values and has potential to serve as a launchpad for future research interest in this phenomenon. Practical Implications: The framework proposed in this chapter should help scholars to understand better the dynamics of social rejection in the workplace and how this phenomenon affects employees' values in work settings, both in the short- and long term.

This study engages an understudied presupposition that values are relatively impervious to situational pressures. We do this within a key sociological context, incorporating social status as a meso-level structure, by measuring values before and after a competition situation with an experimentally controlled outcome to determine the situational robustness of values.

We incorporate measures of values into a standard competition experiment, looking at how winning or losing and the status of the perceived competition influence peoples’ values.

Drawing on the well-established expectation states literature, we demonstrate that perceptions of gaining or losing a competition influence core values. Overall, positive, related situational feedback seemed to heighten all of the values-measures, while receiving (manipulated) negative, specific feedback dampened the rating of all values.

This is an initial exploration of the received wisdom; future work should involve different manipulations, wider arrays of values-measurement, and more diverse samples.

We hope that our interpretations of these results suggest how perceived status influences core internal experiences. The processes described have implications for the experiences of groups that win or lose political competitions, and other social interactions whereby people feel more or less affirmed in terms of their core beliefs.

This suggests that individuals and groups who perceive themselves as winning competitions, elections, or challenges will feel affirmed in their core beliefs, and be more motivated to pursue those valued ends. People who perceive themselves as being situationally unsuccessful will feel a general dampening of these core beliefs.

This chapter is the first to link the internal study of values with the general expectation states tradition. It is exploratory, and results suggest this is a fertile area for future inquiry.

This chapter seeks to investigate the ways individualistic versus collectivistic values moderate neural responses to social exclusion among African American and White respondents. The author hypothesized that the vmPFC – a key brain region for emotion regulation – would correspond to collectivistic value moderation and the dlPFC – the cognitive control center of the brain – would be associated with individualistic value moderation.

This study used a virtual ball tossing game (Cyberball), where 17 African American and 11 White participants were excluded or included with ball tosses, while inside an fMRI scanner. Before the start of each round the participants were primed with individualism, collectivism or a comparison condition.

Results showed that (1) African Americans showed stronger neural responses to exclusion and (2) offered support for the hypothesis that the dlPFC showed greater activation in African Americans (compared to Whites) when they were primed with individualism values during exclusion. There was no support for the collectivism hypothesis.

Research limitations included a relatively small sample size (N = 28), a comparison of only two racial groups and that the partners in the game were virtual (pre-programmed by the experimenter).

This research offers an empirical framework for sociologists seeking to apply social theories into neurological studies.

Identifying effective coping strategies for historically oppressed racial groups.

The chapter is original for demonstrating the moderating effects of values on neural responses to exclusion for the first time and by offering a novel neurosociological framework.

This study investigates the effect of honesty reminders on budgetary slack. Based on self-concept maintenance theory, the authors posit that honesty reminders can reduce budgetary slack by making people more aware of their own standards of honesty, resulting in more honest behavior. Using an experimental research design, the authors find evidence that honesty reminders reduce budgetary slack. The authors also find that although penalties can similarly reduce budgetary slack, they tend to cause distrust and resentment from subordinates. Therefore, honesty reminders may be a less costly method than penalties for reducing budgetary slack.

This chapter investigates the nature of the transformation of macroeconomics by focusing on the impact of the Great Depression on economic doctrines. There is no doubt that the Great Depression exerted an enormous influence on economic thought, but the exact nature of its impact should be examined more carefully. In this chapter, I examine the transformation from a perspective which emphasizes the interaction between economic ideas and economic events, and the interaction between theory and policy rather than the development of economic theory. More specifically, I examine the evolution of what became known as macroeconomics after the Depression in terms of an ongoing debate among the “stabilizers” and their critics. I further suggest using four perspectives, or schools of thought, as measures to locate the evolution and transformation; the gold standard mentality, liquidationism, the Treasury view, and the real-bills doctrine. By highlighting these four economic ideas, I argue that what happened during the Great Depression was the retreat of the gold standard mentality, the complete demise of liquidationism and the Treasury view, and the strange survival of the real-bills doctrine. Each of those transformations happened not in response to internal debates in the discipline, but in response to government policies and real-world events.