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Marcus Selart
Norwegian School of Economics
  1. Ethical Decision Making in Organizations: The Role of Leadership Stress.Marcus Selart & Svein Tvedt Johansen - 2011 - Journal of Business Ethics 99 (2):129 - 143.
    Across two studies the hypotheses were tested that stressful situations affect both leadership ethical acting and leaders' recognition of ethical dilemmas. In the studies, decision makers recruited from 3 sites of a Swedish multinational civil engineering company provided personal data on stressful situations, made ethical decisions, and answered to stress-outcome questions. Stressful situations were observed to have a greater impact on ethical acting than on the recognition of ethical dilemmas. This was particularly true for situations involving punishment and lack of (...)
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  2. Reasoning about outcome probabilities and values in preference reversals.Marcus Selart, Ole Boe & Tommy Garling - 1999 - Thinking and Reasoning 5 (2):175 – 188.
    Research on preference reversals has demonstrated a disproportionate influence of outcome probability on choices between monetary gambles. The aim was to investigate the hypothesis that this is a prominence effect originally demonstrated for riskless choice. Another aim was to test the structure compatibility hypothesis as an explanation of the effect. The hypothesis implies that probability should be the prominent attribute when compared with value attributes both in a choice and a preference rating procedure. In Experiment 1, two groups of undergraduates (...)
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  3. Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions.Marcus Selart, Svein Tvedt Johansen & Synnøve Nesse - 2013 - Journal of Business Ethics 116 (1):99-106.
    Crisis prevention plans are usually evaluated based on their effects in terms of preventing or limiting organizational crisis. In this survey-based study, the focus was instead on how such plans influence employees’ reactions in terms of risk perception and well-being. Five different organizations were addressed in the study. Hypothesis 1 tested the assumption that leadership crisis preparation would lead to lower perceived risk among the employees. Hypothesis 2 tested the conjecture that it would also lead to a higher degree of (...)
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    The asymmetrical force of persuasive knowledge across the positive–negative divide.Mads Nordmo & Marcus Selart - 2015 - Frontiers in Psychology 6.
    In two experimental studies we explore to what extent the general effects of positive and negative framing also apply to positive and negative persuasion. Our results reveal that negative persuasion induces substantially higher levels of skepticism and awareness of being subjected to a persuasion attempt. Furthermore, we demonstrate that in positive persuasion, more claims lead to stronger persuasion, while in negative persuasion, the numerosity of claims carries no significant effect. We interpret this finding along the lines of a satiety-model of (...)
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