Dr. Johann Majer
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Dr. Johann Majer
Werdgang
| Time | Assignment |
|---|---|
| Since 2022 | University of Hildesheim, Group of Social, Organizational, and Economic Psychology – Postdoctoral Researcher (DFG – Principal Investigator, 2021-2026) |
| 2022 | University of Bremen, Professor of Social, Organizational, and Economic Psychology (Interim Professor) |
| 2021 – 2022 | Leuphana University, Department of Social and Political Psychology – Postdoctoral Researcher |
| 2017 – 2021 | Leuphana University, Department of Social and Political Psychology / Department of Sustainability Education – Postdoctoral Researcher and Program Coordinator |
| 2016 | Columbia University, Graduate School of Business, Management Division, NYC, USA – Visiting Researcher; German Academic Exchange Service (DAAD) |
| 2013 – 2017 | Leuphana University, Department of Social and Political Psychology – PhD Candidate |
Publikationen
Sevincer, T., Majer, J. M., & Trötschel, R. (2025). Negotiating with yourself and winning: The dual commitment model for managing intrapersonal sustainability goal conflicts. Motivation Science. https://psycnet.apa.org/doi/10.1037/mot0000388 |
Forschungsprojekte
The Interplay of Interpersonal and Intrapersonal Conflicts as a Barrier to Sustainable SolutionsMany important social issues of our times involve conflicts of interests that require joint decision making between conflicting parties via negotiations. Over the past five decades, negotiation research has made a constant effort to explore psychological processes that impact conflict resolution on the social level. However, overlooked by most negotiation research is the fact that many conflicts do not only involve divergent interests across parties but also involve divergent interests across time. That is, parties may not only perceive a conflict of interests between their own and their counterparts’ interests (i.e., interpersonal conflict), but also between their own interests in the present and their own interests in the future (i.e., intrapersonal conflict). Such intrapersonal conflicts have been intensely studied in decision-making research, yet, hardly ever considered in negotiation research. The superordinate goal of the present research project is to integrate both lines of research and to investigate the interplay of interdependent psychological conflicts on the social (i.e., interpersonal conflict) and the temporal (i.e., intrapersonal conflict) dimension. Building on both lines of research, I propose that the interplay of interpersonal and intrapersonal conflicts is particularly difficult to resolve when such conflicts are interdependent: Parties do not only have to coordinate their own interests with their counterpart’s interests, but also have to reconcile their present and future interests simultaneously. Mutually satisfying and sustainable conflict solutions can only be reached when parties consider their conflicting interests on the social and temporal level in a comprehensive way. Based on prior decision-making and negotiation research, I develop a theoretical framework of interdependent conflicts that begins with the premise that parties resolve interdependent conflicts in a prioritized rather than a comprehensive, unbiased way. Referring to the psychological mechanisms of social devaluation, temporal discounting, and perceived autonomy in decision making, I predict that parties will give first priority to the solution of ongoing social conflicts (i.e., present interpersonal conflicts), second priority to the solution of conflicts between present and future interests (i.e., intrapersonal conflicts), and third priority to the solution of future social conflicts (i.e., future interpersonal conflicts). By investigating the interplay of social and temporal conflicts, the present research seeks to understand unexplored barriers to sustainable conflict resolution and to introduce them to social psychology in general and to negotiation research in particular. |
Conflict StrengthJohann Majer, Martin Schweinsberg, Hong Zhang, & Roman Trötschel In this project, we propose the conflict strength coefficient: a continuous, objective, and practical measure of the incentive structure of multi-issue negotiation tasks. We calculated the conflict strength coefficient for 68 of the most influential negotiation tasks. Our analyses show that conflict strength coefficients are more heterogeneously distributed across subfields of the negotiations literature (Figure 5 and Table 1 in the paper) than the binary conceptualization of negotiations as distributive or integrative falsely suggests. Our findings can help scholars exert more experimental control, improve theory building and testing, better match real-world phenomena with structurally equivalent incentive structures, and facilitate research transparency. Conflict strength provides novel insights into the previously hidden, but central element of the negotiation literature: the objective conflict structure. The objective conflict structure is fundamentally important to understand how negotiators subjectively construe the interactions, how they behave, and which kinds of outcomes they obtain. For more information on this project please visit our website: www.conflictstrength.com |