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Results: 344
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  • de Vries, N. K., de Dreu, C. K. W., Ellemers, N., & Vonk, R. (1995). Woord vooraf. In C. K. W. Dreu, N. K. de Vries, N. Ellemers, & R. Vonk (Eds.), Fundamentele sociale psychologie. Dl 9 Tilburg University Press.
  • Open Access
    de Dreu, C. K. W., Yzerbyt, V., & Leyens, J. (1995). Dilution of stereotype-based cooperation in mixed-motive interdependence. Journal of Experimental Social Psychology, 31(6), 575-593. https://doi.org/10.1006/jesp.1995.1026
  • Open Access
    de Dreu, C. K. W., Nauta, A., & van de Vliert, E. (1995). Self-serving evaluations of conflict behavior and escalation of the dispute. Journal of Applied Social Psychology, 25, 2049-2066.
  • Open Access
    De Dreu, C. K. W., & Van Lange, P. A. M. (1995). The impact of social value orientations on negotiator cognition and behavior. Personality & Social Psychology Bulletin, 21(11), 1178-1188. https://doi.org/10.1177/01461672952111006
  • Open Access
    de Dreu, C. K. W. (1995). Coercive power and concession making in bilateral negotiation. Journal of Conflict Resolution, 39(4), 648-670.
  • Open Access
    de Dreu, C. K. W., Emans, B. J. M., van de Vliert, E., & Carnevale, P. J. (1995). Outcome frames in bilateral negotiation: Resistance to concession making and Frame-Adoption. European Review of Social Psychology, 6, 97-125.
  • Siero, F. W., de Dreu, C. K. W., & Buunk, B. P. (1994). Effecten van numerieke steun, waardenbetrokkenheid en discrepantie op attitudeverandering. In N. E. Ellemers, A. P. Buunk, & C. K. W. de Vries (Eds.), Fundamentele sociale psychologie. Dl. 8 (pp. 144-158). Tilburg.
  • de Dreu, C. K. W., & van de Vliert, E. (1994). Onderhandelen in arbeidsorganisaties. Nederlands Tijdschrift voor de Psychologie, 49(4), 145-156.
  • Wisse, B., & de Dreu, C. K. W. (1994). Communicatie, concessies en macht in onderhandelingen. In N. E. Ellemers, A. P. Buunk, & C. K. W. de Vries (Eds.), Fundamentele sociale psychologie. Dl. 8 (pp. 250-258). Tilburg.
  • van de Vliert, E., & de Dreu, C. K. W. (1994). Optimizing performance by stimulating conflict. The International Journal of Conflict Management, 5(3), 211-222. https://doi.org/10.1108/eb022743
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