Lehman Benson

Interests

Research

Judgment and Decision-Making:Diversity, Equity, and Inclusion:Risk Management:The Effect of Time Pressure on Judgment and Decision Making:Image Theory:Sports Psychology:

Teaching

Leadership and Risk Management:Diversity, Equity, and Inclusion:Sports Management:Managerial Effectiveness:Bargaining and Negotiation:Leadership and Teams:The Life Cycle of Elite Athletes:Professional Image Management

Courses

Scholarly Contributions

Books

• Benson, L. (1993). Studies in human decision-making: On the effects of experimental instructions, framing and time constraints.. Malmo, Sweden: Team Offset.

Chapters

• Ordonez, L. D., Benson, L., & Pittarello, A. (2015). Time Pressure Perception and Decision Making. In The Wiley-Blackwell Handbook of Judgment and Decision Making.
  More info

  This two-volume reference is a comprehensive, up-to-date examination of the most important theory, concepts, methodological approaches, and applications in the burgeoning field of judgment and decision making (JDM).•Brings together a multi-disciplinary group of contributors from across the social sciences, including psychology, economics, marketing, finance, public policy, sociology, and philosophy•Provides accessible, essential information, complete with the latest research and references, for experts and non-experts alike in two volumes•Emphasizes the growth of JDM applications with separate chapters devoted to medical decision making, decision making and the law, consumer behavior, and more•Addresses controversial topics (such as choice from description vs. choice from experience and contrasts between empirical methodologies employed in behavioral economics and psychology) from multiple perspectives
• Benson, L. (2008). The role of third-parties/mediation in resolving conflict in organizations(pp 291-320). Mahwah, NJ: Erlbaum.
• Benson, L. (2005). Organizational justice. In Handbook of work stress(pp 63-87). Beverly Hills: Sage.
• Benson, L. (1993). Framing and time pressure in human decision-making. In Time pressure and stress in human judgment and decision-making(pp 133-144). New York: Plenum.

Journals/Publications

• Benson, L., Ellis, A. P., Motro, D. D., & Evans, J. J. (2022). Motro, D., Evans, J.B., Ellis, A.P. J., & Benson, III, L. (2022) The “Angry Black Woman” Stereotype at Work.  Harvard Business Review.. Harvard Business Review..
• Motro, D. D., Evans, J. B., Ellis, A. P., & Benson, L. (2021). Race and reactions to negative feedback among women at work: Examining effects of the ‘angry black woman’ stereotype. Journal of Applied Psychology.
• Cropanzano, R., & Li, A. (2011). Peer Justice and Teamwork Process.. Group & Organizational Management, 36(5), 567-596.
• Cropanzano, R., Li, A., & Benson, L. (2011). Peer Justice and Teamwork Process. GROUP & ORGANIZATION MANAGEMENT, 36(5), 567-596.
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  We articulate a teamwork process model of peer justice, defined as a shared perception regarding how individuals who work together within the same unit and who do not have formal authority over each other judge the fairness with which they treat one another. We argue that unit-level judgments of procedural and interpersonal fairness may influence team process, characterized by such things as better communication, better coordination, and more mutual support for members. These team processes, in turn, promote higher team performance and unit-level citizenship behaviors. These ideas were tested among teams of business students working on a semester-long class project. Findings generally supported our theoretical model, attesting to the importance of peer justice. We also found that peer procedural justice strength influenced team outcome variables, including performance, through teamwork processes. The theoretical and practical implications of these findings are discussed.
• Griffith, T. L., Tansik, D. A., & III, L. B. (2002). Negotiating technology implementation: An empirical investigation of a website introduction. Group Decision and Negotiation, 11(1), 1-22.
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  Abstract: Negotiated implementation is suggested as a cogent approach to meeting user and implementer needs, and thus, to increasing technology implementation. Negotiated implementation is expected to have its effect through three well-known dimensions: ease of use, usefulness, and commitment. The efficacy of negotiated implementation is tested in the context of a university-based field study of World Wide Web site use. Empirical support is found for the negotiated implementation approach. Implications and future research related to both theory and application are provided.
• Ordonez, L., Benson, L., & Beach, L. (1999). Testing the compatibility test: How instructions, accountability, and anticipated regret affect prechoice screening of options. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES, 78(1), 63-80.
• Gilliland, S., Benson, L., & Schepers, D. (1998). A rejection threshold in justice evaluations: Effects on judgment and decision-making. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES, 76(2), 113-131.
• Ordonez, L., & Benson, L. (1997). Decisions under time pressure: How time constraint affects risky decision making. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES, 71(2), 121-140.
• Benson, L., & Beach, L. (1996). The effects of time constraints on the prechoice screening of decision options. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES, 67(2), 222-228.
• Benson, L. (1992). Post-decision consolidation following the debriefing of subjects about experimental manipulations affecting their prior decisions. Psychological Research Bulletin, 32(3), 1-13..
• Benson, L. (1993). Contributions of cross-cultural research to educational practice.. American Psychologist, 41(10), 1049-1057..
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  With the Laboratory of Comparative Human Cognition

Proceedings Publications

• Benson, L., Groth, M., Beach, L., Hoadley, E., & Benbasat, . (1998, 1998). The relationship between time constraint and time pressure. In ASSOCIATION FOR INFORMATION SYSTEMS PROCEEDINGS OF THE AMERICAS CONFERENCE ON INFORMATION SYSTEMS, 243-245.

Others

• Janakiraman, N., Benson, L., Lee, A., & Soman, D. (2008). "How Long You Received Service Determines How Long You Thought You Were in Line: Role of Fairness and Prior Expectations". ADVANCES IN CONSUMER RESEARCH, VOL 35.