University of Southern California

Nathanael Fast
Assistant Professor of Management and Organization

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

Phone: 
213-740-1047
Education: 
Ph.D., Stanford University

Overview

Nathanael Fast's award-winning research explores how people shape and are shaped by hierarchy, roles, and culture. He studies the ways in which power and status affect how people perceive reality, make decisions, and behave toward others. He also examines the psychological processes that influence the spread of ideas and culture. His findings have been published in leading journals such as Psychological Science, Organizational Behavior and Human Decision Processes, and Journal of Experimental Social Psychology. His research has been highlighted in numerous media outlets, including ABC News, Newsweek, Time, The Economist, CNN, Discover, Forbes, Wall Street Journal, and New York Times.

Research

Fast, N., Burris, E., and Bartel, C. (2014) "Managing to Stay in the Dark: Managerial Self-Efficacy and the Aversoin to Employee Voice (in press)," Academy of Management Journal.
Fast, N., and Joshi, P., "Decision Making at the Top: Benefits and Barriers (in press)," in Cheng, J., Tracy, J., and Anderson, C., eds., The Psychology of Social Status 2014.
Joshi, P., and Fast, N. (2013) "I Am My (High-Power) Role: Power as a Determinant of Role Identification," Personality and Social Psychology Bulletin, 39, 898-910.
Joshi, P., and Fast, N. (2013) "Power and Reduced Temporal Discounting," Psychological Science, 24, 432-438.
Fast, N., Sivanathan, N., Mayer, N. D., and Galinsky, A. D. (2012) "Power and Overconfident Decision-Making," Organizational Behavior and Human Decision Processes, 117, 249-260.
Cho, Y., and Fast, N. (2012) "Power, Defensive Denigration, and the Assuaging Effect of Gratitude Expression," Journal of Experimental Social Psychology, 48, 778-782.
Fast, N., Halevy, N., and Galinsky, A. D. (2012) "The Destructive Nature of Power Without Status," Journal of Experimental Social Psychology, 48, 391-394.
Fast, N., and Overbeck, J. R. (2011) "The Curse of Power: Elevated Resource Control Hinders Self-Determination," Academy of Management Best Papers Proceedings.
Fast, N. (2010) "Blame Contagion: The Automatic Transmission of Self-Serving Attributions," Journal of Experimental Social Psychology, 46 (1), 97-106.
Fast, N., and Chen, S. (2009) "When the Boss Feels Inadequate: Power, Incompetence, and Aggression," Psychological Science, 20 (11), 1406-1413.
Fast, N., Heath, C., and George, W. (2009) "Common Ground and Cultural Prominence: How Conversation Reinforces Culture," Psychological Science, 20 (7), 904-911.
Fast, N., Gruenfeld, D. H., Sivanathan, N., and Galinsky, A. D. (2009) "Illusory Control: A Generative Force Behind Power's Far-Reaching Effects," Psychological Science, 20 (4), 502-508.
Morrison, K. R., Fast, N., and Ybarra, O. (2009) "Group Status, Perceptions of Threat, and Support for Social Inequality," Journal of Experimental Social Psychology, 45 (1), 204-210.
Morrison, K. R., and Fast, N. (2007) "Perceived Intergroup Threat and the Status-Dominance Relationship," Academy of Management Best Papers Proceedings.