Power and loss aversion

By M. Inesi. 2010

161 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/c65908569ebf53e9ca9ff2422234624e803fbef9

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Cognitive Neuroscience

1. Francesca Gino
2. Maryam Kouchaki
3. Adam D. Galinsky
4. N. Sivanathan
5. Tiziana Casciaro
6. John Antonakis
7. Evan Polman
8. Stefan Thau

In Social Psychology

1. Francesca Gino
2. Adam D. Galinsky
3. John Antonakis
4. Maryam Kouchaki
5. N. Sivanathan
6. Rachel E. Sturm
7. Stefan Thau
8. Andy J. Yap

In Sociology and Political Science

1. Francesca Gino
2. John Antonakis
3. N. Sivanathan
4. Rachel E. Sturm
5. Nathanael J. Fast
6. Stefan Thau
7. Andy J. Yap
8. Evan Polman

Citations in the corpus

• Low power individuals in social power research: A quantitative review, theoretical framework, and empirical test (2018, background): “For example, if the goal is to understand how a generalized feeling of power, or a “power mindset,” (e.g., Anderson & Galinsky, 2006; Inesi, 2010) influences an outcome, using a relational or middle-power control condition may not be appropriate as they will not elicit a powerneutral mindset.”
• Interpersonal Power (2015, background): “Moreover, Inesi (2010) demonstrated that power holders were less loss averse because power reduces the anticipated threat associated with loss; thus, power reduces the negative anticipated value of losses.”
• Self-other decision making and loss aversion (2012, methodology): “In keeping with Tversky and Kahneman (1991; see also Inesi, 2010), choosing to switch to the $40 Visa gift card option is seen as a gain; whereas choosing to switch to the $40 MasterCard gift card option is seen as both a gain and a loss (i.e., the loss of a Visa gift card).”
• Power and overconfident decision-making (2012, background): “For example, Inesi (2010) found that power reduces loss aversion by increasing the anticipated value of gains and decreasing the anticipated negative value of losses.”
• The Contaminating Effects of Building Instrumental Ties (2014, background): “Power, which is commonly defined in both the psychology and management literatures as control over other people or overvalued resources in social relations (Magee and Galinksy, 2008), has been found to influence a variety of outcomes, including making decisions (Anderson and Galinsky, 2006; Inesi, 2”