Policymakers and institutions have developed an increasing interest in applying principles from cognitive science to encourage individuals to adopt behaviors, attitudes and perspectives that enable them to reach higher levels of personal and collective well-being. We focused on the value of nudging people to adopt a broader farsighted view when making their day-to-day decisions, overcoming the temporal discounting bias which leads them to prefer smaller immediate gains to larger future rewards. Following recent advances in the literature, we tried to mitigate (...) this myopia promoting the connection that individuals feel between their present and future selves through a nudge which capitalizes on their natural tendency to illusory superiority. We defined and tested a paradigm to exploit persuasively this optimistic bias to mitigate temporal discounting through the mediation of an increased future self-continuity. Implications for well-being and public policies are discussed. (shrink)

Organizational identification has increasingly attracted scholarly attention as a key factor in understanding organizational processes and in fostering efficient human resource 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, distributed leadership, 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 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 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. (shrink)

Previous research on the interpersonal effects of emotions in negotiation suggested that bargainers obtain higher outcomes expressing anger, when it is not directed against the counterpart as a person and it is perceived as appropriate. Instead, other studies indicated that successful negotiators express positive emotions. To reconcile this inconsistency, we propose that the direction of the effects of emotions depends on their perceived target, that is, whether the negotiators’ emotions are directed toward their opponent’s proposals or toward their own ‘exit (...) option’. An ultimatum game scenario experiment showed that negotiators who express positive emotion rather than negative, in addition to benefits in terms of relationship fortification, received better offers when participants perceived the negotiators’ emotions directed toward their own ‘exit option’. These findings indicate that positive emotions may signal the availability of better ‘exit option’, suggesting that happiness expressions can be strategically used to maximize both material and relational outcomes. (shrink)