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PurposeThe purpose of this study is to investigate how the emotion expressed by a fictitious proposer influences the responder’s decision to accept or reject a severely unfair deal, represented by the splitting of a predetermined sum of money between the two players during an ultimatum game (UG). Rejection leads both parts to dissipate that sum. Critically the authors consider the situation in which both players have the best alternative to negotiation agreement (BATNA), which simulates a backup plan to rely on in case of no agreement.Design/methodology/approachThe participants played a UG and, to foster the ecological validity of the paradigm, the parts could both rely on a more or less generous BATNA. The critical manipulation was the emotion expressed by the proposer while their BATNA was either hidden (Exp. 1) or communicated (Exp. 2).FindingsThe proposer’s emotions influenced participants’ own emotions, affected their social evaluations about the proposer, the desire for future interactions with the proposer and were used to infer the proposer’s BATNA when it was unknown. In this latter case, proposers’ emotions and in particular his/her happiness, decreased dramatically the participants’ tendency to reject even severely unfair offers.Originality/valuePast research on UG has been predominantly aimed to investigate the effect of responders’ emotions or the effects of responders’ emotions on the proposer, devoting little attention to how the critical responder’s acceptance/rejection decision might be affected by the proposer’s emotion. Especially in the ecological situation where the parts have a BATNA in case of non-agreement.

Organizational identification (OI) has increasingly attracted scholarly attention as a key factor in understanding organizational processes and in fostering efficient human resource (HR) management. Available evidence shows that organizational ethical climate crucially predicts OI, a key determinant of both employees’ attitudes and behaviors. In the present paper, we examined the relationship between two specific ethical climates (self-interest vs. friendship), distributed leadership (DL), and employees’ attitudes and behaviors, incorporating OI as a core underlying mechanism driving these relationships. Three hundred and forty-two employees filled out questionnaires to examine ethical climate, DL, OI, and a series of measures concerning attitudes and behaviors toward the organization. Structural equation modeling confirmed that a perception of an ethical climate of friendship (but not self-interest) fostered OI, which elicited higher commitment, perceived trust and recommendation, and lower turnover intention. Perception of DL further contributed to increasing OI. Our findings suggest that HR practices should carefully consider employee perceptions of a collectivistic (vs. individualistic) ethical climate, together with perceptions of DL, as key determinants of positive organizational outcomes. We discuss results in light of the social identity approach and present practical implications for HR management.

This chapter provides an introduction to the economic psychology of price and inflation judgments, focusing on the main findings and the more relevant psychological theories. The first part of the chapter (section 10.2) is devoted to the process of price evaluation. This is a fundamental process underlying individual economic and consumer behaviour, because purchase decisions usually imply a judgment of the price of a target product or service, and price is a fundamental evaluation dimension. Thus, it is important to understand the processes that lead individuals to deem a given price as cheap or expensive (Putler, 1992). In section 10.2 we will initially focus on theories centred on the construct of a reference price, defined as a benchmark price used in relative evaluation processes. These theories share the assumption that one or more reference prices, stored in memory or available in the external environment, are used to make sense of the target price via comparative evaluation processes (Monroe, 1990). We then briefly consider how prices are evaluated according to three psychological theories (prospect theory, decision by sampling, and norm theory), which provide further insight into evaluation processes and their effects. Finally, we will take into account the factors affecting retrieval of reference prices and briefly mention other aspects relevant to price evaluation. The second part of the chapter (section 10.3) is devoted to perceived inflation and inflation expectations. Inflation refers to changes in the value of money over time. From an individual's point of view inflation is revealed as changes in the cost of living (price inflation) and changes in income, for example wage inflation. Past price inflation is officially measured by the annual percentage change in the total cost of a basket of goods and services purchased by the typical consumer. In contrast, official measures of price inflation expectations are forecasts of price changes in the basket of goods - the most widely used being based on complex models of the economy. People's perceptions of past and expectations of future inflation have been found to differ from official statistics, often substantially (for a review, see Ranyard, Del Missier, Bonini, Duxbury and Summers, 2008). It is important to understand how this occurs, since, as we show, perceived inflation influences expected inflation, which in turn affects economic behaviour such as wage negotiations, borrowing, saving and spending. Furthermore, because of such effects on individual and household behaviour, and because public expectations are used to inform monetary policy, perceived and expected inflation indirectly affect the performance of the macro-economy (Armantier et al., 2013). After reviewing evidence of how people’s perceptions and expectations are formed we turn to research demonstrating some of their consequences. The chapter concludes by outlining some of the policy implications of the research reviewed.