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Overbeck, J. R., Neale, M. A., and Govan, C. (2010) Don't ask for a raise when the boss is angry: Power and emotion in negotiation. Organizational Behavior and Human Decision Processes, 112 (2), 126 - 139. Peters, E. & Rothbart, M. (2000). Typicality can create, eliminate, and reverse the dilution effect. Personality & Social Psychology Bulletin, 26, 177-187. Pinkley, R.L., Neale, M.A., & Bennett, R. (1994). The impact of alternative to settlement in dyadic negotiation. Organizational Behavior and Human Decision Processes, 57, 97-116. Pruitt, D. G. (1981). Negotiation behavior. Newark: Academic Press. Raudenbush, S. W. Bryk, A. S. (2002). Hierarchical linear models: Applications and data analysis methods. 2nd edition. Newbury Park , CA : Sage. Rosnow, R. L., & Rosenthal, R. (1989). Definition and interpretation of interaction effects. Psychological Bulletin, 105, 143–146. Sinaceur, M. (2010). Suspending judgment to create value: Suspicion and trust in negotiation. Journal of Experimental Social Psychology, 46 (3), 543-550. Thompson, L. & Hastie, R. (1990). Social perception in negotiation. Organizational Behavior and Human Decision Processes, 47, 98-123. Tsai, C., Klayman, J., & Hastie, R. (2008), “Effects of Amount of Information on Judgment Accuracy and Confidence,” Organizational Behavior and Human Decision Processes, 107,
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