Professor Overbeck received her Ph.D. in social psychology from the University of Colorado at Boulder and completed a postdoctoral fellowship in organizational behavior at the Stanford Graduate School of Business. Her B.A. in East Asian Studies was granted by the University of Hawaii.
Professor Overbeck's research focuses on issues of power and social judgement, power in negotiations, and group processes involving power and status. She has authored papers for the Journal of Personality and Social Psychology, Group Processes and Intergroup Relations, and Research on Managing Groups and Teams. Before attending graduate school, Professor Overbeck worked in private business, most recently as vice president of operations for a national test-preparation company. She has provided process-change and program evaluation consulting for several small organizations and a state agency in Colorado.
- Intergroup Relations
- Organizational Behavior
- Person Perception
- Prejudice and Stereotyping
- Social Cognition
- Curhan, J., & Overbeck, J. R. (2008). Making a positive impression in a negotiation: Gender differences in response to the manipulation of impression motivation. Negotiation & Conflict Management Research, 1, 179-193.
- Fragale, A., Overbeck, J. R., & Neale, M. A. (2011). Resources versus respect: Social judgments based on targets’ power and status positions. Journal of Experimental Social Psychology.
- Ivanic, A., Overbeck, J. R., & Nunes, J. (2011). Status, race, and money. Psychological Science, 22, 1557-1566.
- Melwani, S., Mueller, J. S., & Overbeck, J. R. (in press). Looking down: The effect of contempt and compassion on emergent leadership categorizations. Journal of Applied Psychology.
- Overbeck, J. R., Jost, J. T., Mosso, C., & Flizik, A. (2004). Resistant versus acquiescent responses to ingroup inferiority as a function of Social Dominance Orientation in the USA and Italy. Group Processes and Intergroup Relations, 7, 35-54.
- Overbeck, J. R., Neale, M. A., & Govan, C. (2010). I feel, therefore you act: Intrapersonal and interpersonal effects of emotion on negotiation as a function of social power. Organizational Behavior and Human Decision Processes.
- Overbeck, J. R., & Park, B. (2006). Powerful perceivers, powerless objects: Flexibility of powerholders’ social attention. Organizational Behavior and Human Decision Processes, 99, 227-243.
- Overbeck, J. R., & Park, B. (2001). When power does not corrupt: Superior individuation processes among powerful perceivers. Journal of Personality and Social Psychology, 81, 549-565.
- Overbeck, J. R., Tiedens, L. Z., & Brion, S. (2006). The powerful want to, the powerless have to: Perceived constraint moderates causal attributions. European Journal of Social Psychology (Special Issue: Social Power and Group Processes), 36, 479-496.
- Porath, C., Overbeck, J. R., & Pearson, C. (2008). Picking up the gauntlet: How individuals respond to status challenges. Journal of Applied Social Psychology, 38, 1945-1980.
- Cho, Y., Overbeck, J. R., & Carnevale, P. J. (2011). Status conflicts in negotiation. Research on Managing Groups & Teams, Vol. 14.
- Overbeck, J. R. (2010). Concepts and historical perspectives on power. In A. Guinote & T. K. Vescio (Eds.), The Social Psychology of Power. New York: Guilford Press.
- Overbeck, J. R., Correll, J. C., & Park, B. (2005). Internal status sorting in groups: The problem of too many stars. In M. Hunt-Thomas, E. Mannix, & M. A. Neale (Eds.), Research on Managing Groups & Teams, Vol. 7 (pp. 169-199). St. Louis, MO: Elsevier Press.
- Behavior in Organizations
- Negotiation & Deal-Making
- Research Methods
- Social Psychology
Jennifer R. Overbeck
Department of Management and Organization
Marshall School of Business
University of Southern California
Los Angeles, California 90089-0808
- Phone: (213) 821-5709
- Fax: (213) 740-3582