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Peter Kim
Associate Professor of Management and Organization

USC Marshall School of Business
Los Angeles, CA 90089-0808

Phone: 
213-740-7947
kimpeter@marshall.usc.edu
Education: 
PhD, MS, Northwestern University; BA, Wesleyan University

Overview

Peter Kim studies the dynamics of interpersonal perceptions and their implications for work groups, negotiations, and dispute resolution. His research has been published in numerous scholarly journals, has received nine national or international awards, and has been featured by numerous media outlets, including the New York Times, Washington Post, and National Public Radio. He serves on the editorial board of Organization Science, Organizational Behavior and Human Decision Processes, and Negotiation and Conflict Management Research. Professor Kim also serves as an associate editor of the Journal of Trust Research. He received a teaching award from Northwestern's Kellogg School of Management.

Research

Repairing trust with individuals and groups • 2012
Why "I'm sorry" doesn't always translate • 2012
Cultural differences in the function and meaning of apologies • 2011
Understanding the Effects of Substantive Responses on Trust Following a Transgression • 2011
The nature of collective reactions to potential transgressions • 2011
The Repair of Trust: A Dynamic Bi-Lateral Perspective and Multi-Level Conceptualization • 2009
Silence Speaks Volumes: The Effectiveness of Reticence in Comparison to Apology and Denial for Responding to Integrity- and Competence-Based Trust Violations • 2007
When More Blame is Better than Less: The Implications of Internal vs. External Attributions for the Repair of Trust after a Competence vs. Integrity-Based Trust Violation • 2006
Power Dynamics in Negotiation • 2005
Choosing the Path to Bargaining Power: An Empirical Comparison of BATNAs and Contributions in Negotiation • 2005
Silence Speaks Volumes: The Effectiveness Of Reticence For Repairing Trust Violations. • 2005
Removing the Shadow of Suspicion: The Effects of Apology vs. Denial for Repairing Ability-vs. Integrity-Based Trust Violations • 2004
When Private Beliefs Shape Collective Reality: The Effects of Beliefs about Coworkers on Group Discussion and Performance • 2003
Flattery May Get You Somewhere: The Strategic Implications of Providing Positive vs. Negative Feedback about Ability vs. Ethicality in Negotiation • 2003
The Dissatisfaction of Having your First Offer Accepted: Counterfactual Thinking in Negotiations • 2002
How the Quality of Third Parties' Settlement Solutions is Affected by the Relationship Between Negotiators • 2000
Cognitive Flexibility, Communication Strategy, and Integrative Complexity in Groups: Public versus Private Reactions to Majority and Minority Status • 1998
Non-Linear Preference Functions and Negotiated Outcomes • 1998
Strategic Timing In Group Negotiations: The Implications of Forced Entry and Forced Exit for Negotiators with Unequal Power • 1997
When What You Know Can Hurt You: A Study of Experiential Effects On Group Discussion and Performance • 1997