Deepak Malhotra

14 Results


Do Employees Work Harder for Higher Pay?

In a recent field study, Duncan Gilchrist, Michael Luca, and Deepak Malhotra set out to answer a basic question: "Do employees work harder when they are paid more?" Closed for comment; 17 Comments posted.

When $3+$1 > $4: The Effect of Gift Salience on Employee Effort in an Online Labor Market

Do employees work harder when they are paid more? This study shows that paying above-market wages, per se, does not have an effect on effort. The authors offered an experiment in a field setting that allowed them to test for the conditions under which higher wages elicit higher effort. They hired three groups of workers for a data entry task on the online labor market, telling them all that this was a one-time job. Group one ("3") was hired at $3 per hour. Group two ("3+1") was also hired at $3 per hour, but before starting work, people in group two were told that there was unexpectedly extra money in the budget and they would instead be paid $4 per hour. Group three ("4") was hired directly at $4 per hour, so that the "extra" money would not signal a salient "gift" from the employer. Our findings show that higher wages in which the gift was salient (3+1) led to higher and more persistent effort. However, higher wages by themselves (4) had no effect on effort compared to the lower wage (3) condition. Moreover, higher effort in the 3+1 group was strongest for employees with the most experience on oDesk, and those who had worked most recently on oDesk-exactly the kind of workers for whom our $1 additional payment was likely to be most salient (e.g., because it is not common in this labor market). Read More

How to Spot a Liar

Key linguistic cues can help reveal dishonesty during business negotiations, whether it's a flat-out lie or a deliberate omission of key information, according to research by Lyn M. Van Swol, Michael T. Braun, and Deepak Malhotra. Closed for comment; 55 Comments posted.

Cheese Moving: Effecting Change Rather Than Accepting It

In his new business fable, I Moved Your Cheese, Professor Deepak Malhotra challenges the idea that change is simply something we must anticipate, tolerate, and accept. Instead, the book teaches readers that success often lies in first questioning changes in the workplace and, if necessary, in effecting new changes ourselves. Q&A plus book excerpt. Open for comment; 12 Comments posted.

HBS Faculty on Revolution in the Middle East and North Africa

The historic events in North Africa and the Middle East are examined by three professors: Deepak Malhotra, an authority on negotiation strategy; Noel Maurer, an expert on the politics and economics of the energy business; and Magnus Thor Torfason, an authority on how behavior is influenced by the social structures of individuals and organizations. Open for comment; 7 Comments posted.

Unconventional Insights for Managing Stakeholder Trust

Most organizations understand the need to manage stakeholder trust. The bad news: Most organizations don't really understand how to manage the difficult job effectively. However, for those companies wishing to reap the benefits of improved cooperation with suppliers, increased motivation and productivity among employees, enhanced loyalty among customers, and higher levels of support from investors, managing stakeholder trust is a prudent, if not critical investment. Trust management may require an appreciation for some unconventional insights regarding the appropriate investment of resources. Stakeholders differ in regard to the kinds and degrees of vulnerability they face; what they need to believe before they will trust also differs. Would-be trust managers will be wise to consider these varying needs and to anticipate the tradeoffs that exist in strengthening relationships with specific stakeholders. Read More

Psychological Influence in Negotiation: An Introduction Long Overdue

This paper attempts to encourage a better dialogue between research on social influence and on negotiation. It provides an overview of the literature on both areas, and identifies opportunities for creating more effective and useful research. First, HBS professors Deepak Malhotra and Max Bazerman identify those elements of psychological influence that do not require the influencer to change the economic or structural aspects of the bargaining situation in order to persuade the target. Second, they review prior research on behavioral decision-making in negotiation to identify those ideas that may be relevant to influence in negotiation. Third, they provide a framework for thinking about how to leverage behavioral decision research to wield influence in negotiation. Fourth, they consider how targets of influence might defend against these tactics. Fifth, because psychological influence is, by definition, aimed at achieving one's own ends through the strategic manipulation of another's judgment, they consider the ethical issues surrounding its application in negotiation. Read More

Dealing with the ‘Irrational’ Negotiator

"Negotiators who are quick to label the other party 'irrational' do so at great potential cost to themselves," say HBS professors Deepak Malhotra and Max H. Bazerman. Their new book, Negotiation Genius, combines expertise in psychology with practical examples to show how anyone can improve dealmaking skills. In this excerpt, Malhotra and Bazerman describe what to do when the other party's behavior does not make sense. Read More

Five Steps to Better Family Negotiations

Family relationships are complicated, even more so when your uncle, mother, or daughter is your business partner. Harvard Business School's John A. Davis and Deepak Malhotra outline 5 ways to analyze and improve dealmaking and dispute resolution while protecting family ties. As they write, family negotiations are difficult yet also contain built-in advantages. Read More

When Not to Trust Your Gut

Most of us trust our intuition more than we should, especially when the pressure is on in negotiations. Professors Max Bazerman and Deepak Malhotra on negotiating more rationally. From Negotiation. Read More

Four Strategies for Making Concessions

"Concessions are often necessary in negotiation," says HBS professor Deepak Malhotra. "But they often go unappreciated and unreciprocated." Here he explains four strategies for building good will and reciprocity. From Negotiation. Read More

Six Steps for Making Your Threat Credible

It damages your reputation, your company, and the deal if you make empty threats in negotiation. In this article from Negotiation, HBS professor Deepak Malhotra explains six steps for powerful follow-through. Read More

How to Harness Auction Fever

HBS assistant professor Deepak Malhotra talks about the phenomena of "auction fever" in which bidders are driven to win at irrational costs. Read More

Six Ways to Build Trust in Negotiations

All negotiations involve risk. That’s why establishing trust at the bargaining table is crucial. Professor Deepak Malhotra presents strategies to build trustworthiness. From Negotiation. Read More