Correction to “Handshaking promotes deal-making by signaling cooperative intent” by Schroeder et al. (2019).

• Localización: Journal of Personality and Social Psychology, ISSN 0022-3514, ISSN-e 1939-1315, Vol. 126, Nº. 2, 2024, págs. 369-369
• Idioma: inglés
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  • Reports an error in "Handshaking promotes deal-making by signaling cooperative intent" by Juliana Schroeder, Jane L. Risen, Francesca Gino and Michael I. Norton (Journal of Personality and Social Psychology, 2019[May], Vol 116[5], 743-768). The sixth sentence in the abstract has been revised. Two new sentences have been added to the end of the Method subsection in Study 3. Data throughout the Results subsection in Study 3 have been updated. A new fourth paragraph in the Results subsection in Study 3 now appears. Figure 4 has been removed and all remaining figures and figure captions have been renumbered accordingly. Data in the Open Information Exchange subsection of the Appendix, Study 3, have been updated. The online version of this article has been corrected. (The following abstract of the original article appeared in record 2018-63408-001.) We examine how a simple handshake—a gesture that often occurs at the outset of social interactions—can influence deal-making. Because handshakes are social rituals, they are imbued with meaning beyond their physical features. We propose that during mixed-motive interactions, a handshake is viewed as a signal of cooperative intent, increasing people’s cooperative behavior and affecting deal-making outcomes. In Studies 1a and 1b, pairs who chose to shake hands at the onset of integrative negotiations obtained better joint outcomes. Study 2 demonstrates the causal impact of handshaking using experimental methodology. Study 3 suggests a driver of the cooperative consequence of handshaking: negotiators expected partners who shook hands to behave more cooperatively than partners who avoided shaking hands or partners whose nonverbal behavior was unknown. Study 4 uses an economic game to demonstrate that handshaking increased cooperation even when handshakes were uninstructed (vs. instructed). Further demonstrating the primacy of signaling cooperative intent, handshaking actually reduced cooperation when the action signaled ill intent (e.g., when the hand-shaker was sick; Study 5). Finally, in Study 6, executives assigned to shake hands before a more antagonistic, distributive negotiation were less likely to lie about self-benefiting information, increasing cooperation even to their own detriment. Together, these studies provide evidence that handshakes, ritualistic behaviors imbued with meaning beyond mere physical contact, signal cooperative intent and promote deal-making. (PsycInfo Database Record (c) 2024 APA, all rights reserved)