Michael Schaerer is an Assistant Professor at Singapore Management University. He received his PhD from INSEAD.
Michael is interested in the psychological principles that govern organizational behaviour in hierarchically differentiated environments. Michael's research is primarily driven by two underlying questions: a) How do people in powerless positions think, feel, and behave in the workplace? and b) How can organizational decision makers effectively manage the effects of social hierarchies? Michael's work contributes to research on judgment and decision making, negotiation, and teams, and helps inform how powerlessness and hierarchical differentiation affect individual, interpersonal, and group-level outcomes. Michael previously worked as a strategy consultant at The Boston Consulting Group and holds a master's degree from The London School of Economics and a bachelor's degree from the University of St.Gallen.
Negotiators Should Decrease Concessions Across Rounds
K. S. Tey, R. Swaab, M. Schaerer, N. Madan
How Managers Self-Sabotage When Giving Negative Feedback
M. Schaerer, R. Swaab
Imagine Alternatives to Negotiate More Ambitiously
M. Schaerer, M. Schweinsberg, R. Swaab
The Four Horsemen of Negotiator Power
Michael Schaerer, Adam Galinsky, Joe Magee
When Price Precision Pays in Negotiations
Negotiating Deals From a Position of Powerlessness