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• Article | Journal of Experimental Psychology: General | September 2019

  The Interpersonal Costs of Dishonesty: How Dishonest Behavior Reduces Individuals' Ability to Read Others' Emotions

  J.J. Lee, H. Hardin, B. Parmar and F. Gino

  In this research, we examine the unintended consequences of dishonest behavior for one’s interpersonal abilities and subsequent ethical behavior. Specifically, we unpack how dishonest conduct can reduce one’s generalized empathic accuracy—the ability to accurately read other people’s emotional states. In the process, we distinguish these two constructs from one another and demonstrate a causal relationship. The effects of dishonesty on empathic accuracy that we found were significant though modest in size. Across eight studies (n=2,588), we find support for (1) a correlational and causal account of dishonest behavior reducing empathic accuracy; (2) an underlying mechanism of reduced relational self-construal (i.e., the tendency to define the self in terms of close relationships); (3) negative downstream consequences of impaired empathic accuracy, in terms of dehumanization and subsequent dishonesty; and (4) a physiological trait (i.e., vagal reactivity) that serves as a boundary condition for the relationship between dishonest behavior and empathic accuracy.

  Keywords: dishonesty; empathy; Ethics; Behavior; Interpersonal Communication; Emotions; Perception;

  Citation:

  Lee, J.J., H. Hardin, B. Parmar, and F. Gino. "The Interpersonal Costs of Dishonesty: How Dishonest Behavior Reduces Individuals' Ability to Read Others' Emotions." Journal of Experimental Psychology: General 148, no. 9 (September 2019): 1557–1574.  View Details

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• Article | Organizational Behavior and Human Decision Processes | September 2019

  The Self-Presentational Consequences of Upholding One's Stance in Spite of the Evidence

  Leslie John, Martha Jeong, Francesca Gino and Laura Huang

  Five studies explore the self-presentational consequences of refusing to “back down” – that is, upholding a stance despite evidence of its inaccuracy. Using data from an entrepreneurial pitch competition, Study 1 shows that entrepreneurs tend not to back down even though investors are more impressed by entrepreneurs who do. Next, in two sets of experiments, we unpack the psychology underlying why actors refuse to publicly back down and investigate observers’ impressions of those actors. Specifically, we show that observers view people who refuse to back down as confident but unintelligent, and these perceptions drive consequential decisions about such refusers, such as whether to invest in their ideas (Studies 1 & 2) or whether to hire them (Study 3). Although actors can intuit these effects (Study 4), this understanding is not reflected in their behavior because they are concerned with saving face (Study 5).

  Keywords: Self-presentation; belief perseverance; judgment; confidence; persuasion; Personal Characteristics; Behavior; Perception; Decision Making; Outcome or Result;

  Citation:

  John, Leslie, Martha Jeong, Francesca Gino, and Laura Huang. "The Self-Presentational Consequences of Upholding One's Stance in Spite of the Evidence." Organizational Behavior and Human Decision Processes 154 (September 2019): 1–14.  View Details

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• Case | HBS Case Collection | August 2019

  Humanistic Capitalism at Brunello Cucinelli

  Francesca Gino and Gary Pisano

  This case explores one company’s attempt to experiment with a different underlying model for a capitalist enterprise. Brunello Cucinelli, S.p.A. is a leading manufacturer of luxury fashion apparel. Despite being a publicly traded enterprise with annual revenues exceeding 500 million, the company follows a somewhat unique human resource and cultural model. The company’s founder, Brunello Cucinelli, has striven to create an enterprise that follows principles of what he calls “humanistic capitalism”. Human capitalism, according to Cucinelli, means pursuing growth and profitability in a “gracious way.” At the company, humanistic capitalism manifests itself in a very specific set of policies and behavioral norms. Workers are paid wages that exceed 20% of the market norms; the workday (even for senior executive) is limited to the hours of 8:30 AM to 5:30 PM; emails are not to be sent after hours or on weekends; lunch breaks are one and half hours long to allow workers to have lunch at home should they choose. There are also strong cultural norms emphasizing respect and dignity. As part of this culture, employees are expected to keep their workspaces clean; eating at desks is not permitted; water can only be drunk from cups (not bottles); speaking should be done in hushed tones so as not to disturb colleagues. None of these cultural norms, however, are explicitly described in any written documents. The company has adopted this model in both its Solomeo, Italy headquarters and in its North American headquarters located in New York City.
  The case allows students to explore the strengths and weakness of this culture and human resource model. A particular focal point of the case concerns the question of whether such a model is scalable and transferable across geographies. Does this model contribute to the company’s success or is ‘humanistic capitalism’ only possible because of the company’s underlying success? Is this model sustainable? The case invites discussion of deeper issues concerning alternative models of modern capitalism.

  Keywords: corporate culture; Human Resource Practices; Growth; growth strategy; motivation; values; luxury; fashion; Capitalism; Organizational Culture; Values and Beliefs; Human Resources; Management; Business Model; Policy; Behavior; Growth and Development Strategy; Luxury; Italy;

  Citation:

  Gino, Francesca, and Gary Pisano. "Humanistic Capitalism at Brunello Cucinelli." Harvard Business School Case 920-007, August 2019.  View Details

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