Sinem Acar-Burkay | Universitetet i Sørøst-Norge / University of South-Eastern Norway (original) (raw)

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Papers by Sinem Acar-Burkay

Research paper thumbnail of Cognitive underpinnings of COVID-19 vaccine hesitancy

Social Science & Medicine, 2022

Rationale: Vaccines save lives. Despite the undisputed value of vaccination, vaccine hesitancy co... more Rationale: Vaccines save lives. Despite the undisputed value of vaccination, vaccine hesitancy continues to be a major global challenge, particularly throughout the COVID-19 global pandemic. Since vaccination decisions are counter-intuitive and cognitively demanding, we propose that vaccine hesitancy is associated with executive function-a group of high-level cognitive skills including attentional control, working memory, inhibition, selfregulation, cognitive flexibility, and strategic planning. Objective: We set out to test (i) whether vaccine hesitancy is driven by individual differences in executive function beyond established socio-demographic factors (e.g., education, political orientation, gender, ethnicity, age, religiosity) and depressed mood, and (ii) whether this relationship is exacerbated by situational stress. Methods: Two studies were conducted with U.S. residents. Using a cross-sectional design, Study 1 examined the associations between executive function, socio-demographic factors, COVID-19 conspiracy beliefs, trust in health authorities, and COVID-19 vaccine hesitancy. Using an experimental design, Study 2 focused solely on unvaccinated individuals and tested the interactive effect of executive function and stress on willingness to receive a COVID-19 vaccine. We used ordinal logistic regressions to analyze the data. Results: Individual differences in executive function predicted participants' COVID-19 conspiracy beliefs, trust in health authorities, and their willingness to vaccinate against COVID-19. Importantly, the unique contribution of executive function to vaccine hesitancy could not be explained by socio-demographic factors or depressed mood. Furthermore, Study 2 revealed that weaker executive function had detrimental effects on COVID-19 vaccine acceptance and trust in health authorities mainly under heightened stress. Conclusions: Individual differences in executive function and situational stress jointly impact COVID-19 vaccination decisions and need to be considered together when designing health communications aimed at reducing COVID-19 vaccine hesitancy. Interventions that lower stress and promote trust have the potential to increase vaccine acceptance, especially for individuals with weaker executive function.

Research paper thumbnail of Is stress good for negotiation outcomes? The moderating effect of social value orientation

International Journal of Conflict Management, 2020

Purpose Negotiations are often conducted under stress. Previous studies show that stress can help... more Purpose Negotiations are often conducted under stress. Previous studies show that stress can help or hurt negotiation outcomes. This study suggests that individual differences explain these effects, and the purpose of this study is to examine the effect of social value orientation (SVO) and stress on negotiation outcomes. Design/methodology/approach Two experimental studies and a pilot investigate the influence of stress and SVO (prosocial vs proself) on negotiation offers and outcomes. The authors’ studies are grounded on social interdependence theory and arousal literatures to explain the effects of stress on negotiation. Findings Stress has a positive influence on integrative offers (S1) and joint outcomes (S2). SVO moderates the effect of stress on joint negotiation outcomes (S2), such that, under stress, prosocials fare better than proselfs. Research limitations/implications Managers negotiating under stress should pay attention to their own as well as the others’ SVOs. Manager...

Research paper thumbnail of You can't ‘fake it till you make it’: Cooperative motivation does not help proself trustees

Journal of Experimental Social Psychology, 2021

Cooperative motivation can be rooted in individual differences as well as in external factors, su... more Cooperative motivation can be rooted in individual differences as well as in external factors, such as instructions from superiors, incentive schemes, policy agendas, or social relationships. Whereas cooperative motivation has generally been found to increase trust, in five studies conducted across different contexts (scenario-based, online with monetary consequences that were contingent on participants' decisions, in-class and laboratory face-to face negotiations), convergent evidence was found showing that trustees were trusted more when they were externally motivated to act cooperatively (vs. individualistically), though only when they already had a prosocial (vs. proself) social value orientation – i.e., internally driven positive care for others' (vs. their own) well-being. This finding was observed even when trustors had no explicit information about whether or how trustees were motivated by internal or external factors. The mediation analyses indicate that this effect...

Research paper thumbnail of Essays on relational outcomes in mixed-motive situations

This is an article based doctoral dissertation. Due to copyright matters the attached file only c... more This is an article based doctoral dissertation. Due to copyright matters the attached file only contains the mantel.

Research paper thumbnail of 13-J: the Effect of Stress on Consumers' Private Information Disclosure

Research paper thumbnail of Do Not Fake It Till You Make It: Cooperative Motives Do Not Help Proself Trustees

Academy of Management Proceedings

Research paper thumbnail of The Best of Both Worlds? Negotiations Between Cooperators and Individualists Provide High Economic and Relational Outcomes

Group Decision and Negotiation

Because negotiation is an integral part of social life, negotiators with different social motives... more Because negotiation is an integral part of social life, negotiators with different social motives are likely to meet. When this happens, will they be able to handle their differences constructively? We examined the relations between dyads' social motive composition (cooperative, individualistic, or mixed), negotiation behavior, and economic and relational outcomes. In a laboratory experiment, 108 simulated negotiations were audiotaped, transcribed and coded. For economic outcomes, mixed dyads achieved higher profits than cooperative and individualistic dyads did, and this effect was mediated mainly by the negotiators' problem-solving strategies. For relational outcomes, mixed and cooperative dyads experienced higher relational capital than individualistic dyads did, and this effect was mediated mainly by relationship management strategies. A follow-up survey conducted seven months later revealed that relational capital persisted over time. Overall, the results indicate that mixed-dyad negotiations between individualists and cooperators may bring out the best in both types of negotiators, making these dyads more successful than homogenous dyads.

Research paper thumbnail of Cognitive - Motivational Basis of Trust: Need for Closure Predicts Interpersonal Trust (WITHDRAWN)

Academy of Management Proceedings, 2013

Research paper thumbnail of Trusting others: The polarization effect of need for closure

Journal of Personality and Social Psychology, 2014

Because trust-related issues inherently involve uncertainty, we expected individuals&... more Because trust-related issues inherently involve uncertainty, we expected individuals' social-cognitive motivation to manage uncertainty--which is captured by their need for closure--to influence their level of trust in others. Through the results of 6 studies, we showed that higher need for closure was related to more polarized trust judgments (i.e., low trust in distant others and high trust in close others) in the case of both chronic and situational need for closure. Moreover, participants with high need for closure did not revise their level of trust when they received feedback about the trustees' actual trustworthiness, whereas participants with low need for closure did. Overall, our findings indicate that polarized (either high or low, as opposed to moderate) and persistent levels of trust may serve people's seizing and freezing needs for achieving cognitive closure.

Research paper thumbnail of Acar Burkay et al-JPSP-2014-trusting others need for closure

Research paper thumbnail of Cognitive underpinnings of COVID-19 vaccine hesitancy

Social Science & Medicine, 2022

Rationale: Vaccines save lives. Despite the undisputed value of vaccination, vaccine hesitancy co... more Rationale: Vaccines save lives. Despite the undisputed value of vaccination, vaccine hesitancy continues to be a major global challenge, particularly throughout the COVID-19 global pandemic. Since vaccination decisions are counter-intuitive and cognitively demanding, we propose that vaccine hesitancy is associated with executive function-a group of high-level cognitive skills including attentional control, working memory, inhibition, selfregulation, cognitive flexibility, and strategic planning. Objective: We set out to test (i) whether vaccine hesitancy is driven by individual differences in executive function beyond established socio-demographic factors (e.g., education, political orientation, gender, ethnicity, age, religiosity) and depressed mood, and (ii) whether this relationship is exacerbated by situational stress. Methods: Two studies were conducted with U.S. residents. Using a cross-sectional design, Study 1 examined the associations between executive function, socio-demographic factors, COVID-19 conspiracy beliefs, trust in health authorities, and COVID-19 vaccine hesitancy. Using an experimental design, Study 2 focused solely on unvaccinated individuals and tested the interactive effect of executive function and stress on willingness to receive a COVID-19 vaccine. We used ordinal logistic regressions to analyze the data. Results: Individual differences in executive function predicted participants' COVID-19 conspiracy beliefs, trust in health authorities, and their willingness to vaccinate against COVID-19. Importantly, the unique contribution of executive function to vaccine hesitancy could not be explained by socio-demographic factors or depressed mood. Furthermore, Study 2 revealed that weaker executive function had detrimental effects on COVID-19 vaccine acceptance and trust in health authorities mainly under heightened stress. Conclusions: Individual differences in executive function and situational stress jointly impact COVID-19 vaccination decisions and need to be considered together when designing health communications aimed at reducing COVID-19 vaccine hesitancy. Interventions that lower stress and promote trust have the potential to increase vaccine acceptance, especially for individuals with weaker executive function.

Research paper thumbnail of Is stress good for negotiation outcomes? The moderating effect of social value orientation

International Journal of Conflict Management, 2020

Purpose Negotiations are often conducted under stress. Previous studies show that stress can help... more Purpose Negotiations are often conducted under stress. Previous studies show that stress can help or hurt negotiation outcomes. This study suggests that individual differences explain these effects, and the purpose of this study is to examine the effect of social value orientation (SVO) and stress on negotiation outcomes. Design/methodology/approach Two experimental studies and a pilot investigate the influence of stress and SVO (prosocial vs proself) on negotiation offers and outcomes. The authors’ studies are grounded on social interdependence theory and arousal literatures to explain the effects of stress on negotiation. Findings Stress has a positive influence on integrative offers (S1) and joint outcomes (S2). SVO moderates the effect of stress on joint negotiation outcomes (S2), such that, under stress, prosocials fare better than proselfs. Research limitations/implications Managers negotiating under stress should pay attention to their own as well as the others’ SVOs. Manager...

Research paper thumbnail of You can't ‘fake it till you make it’: Cooperative motivation does not help proself trustees

Journal of Experimental Social Psychology, 2021

Cooperative motivation can be rooted in individual differences as well as in external factors, su... more Cooperative motivation can be rooted in individual differences as well as in external factors, such as instructions from superiors, incentive schemes, policy agendas, or social relationships. Whereas cooperative motivation has generally been found to increase trust, in five studies conducted across different contexts (scenario-based, online with monetary consequences that were contingent on participants' decisions, in-class and laboratory face-to face negotiations), convergent evidence was found showing that trustees were trusted more when they were externally motivated to act cooperatively (vs. individualistically), though only when they already had a prosocial (vs. proself) social value orientation – i.e., internally driven positive care for others' (vs. their own) well-being. This finding was observed even when trustors had no explicit information about whether or how trustees were motivated by internal or external factors. The mediation analyses indicate that this effect...

Research paper thumbnail of Essays on relational outcomes in mixed-motive situations

This is an article based doctoral dissertation. Due to copyright matters the attached file only c... more This is an article based doctoral dissertation. Due to copyright matters the attached file only contains the mantel.

Research paper thumbnail of 13-J: the Effect of Stress on Consumers' Private Information Disclosure

Research paper thumbnail of Do Not Fake It Till You Make It: Cooperative Motives Do Not Help Proself Trustees

Academy of Management Proceedings

Research paper thumbnail of The Best of Both Worlds? Negotiations Between Cooperators and Individualists Provide High Economic and Relational Outcomes

Group Decision and Negotiation

Because negotiation is an integral part of social life, negotiators with different social motives... more Because negotiation is an integral part of social life, negotiators with different social motives are likely to meet. When this happens, will they be able to handle their differences constructively? We examined the relations between dyads' social motive composition (cooperative, individualistic, or mixed), negotiation behavior, and economic and relational outcomes. In a laboratory experiment, 108 simulated negotiations were audiotaped, transcribed and coded. For economic outcomes, mixed dyads achieved higher profits than cooperative and individualistic dyads did, and this effect was mediated mainly by the negotiators' problem-solving strategies. For relational outcomes, mixed and cooperative dyads experienced higher relational capital than individualistic dyads did, and this effect was mediated mainly by relationship management strategies. A follow-up survey conducted seven months later revealed that relational capital persisted over time. Overall, the results indicate that mixed-dyad negotiations between individualists and cooperators may bring out the best in both types of negotiators, making these dyads more successful than homogenous dyads.

Research paper thumbnail of Cognitive - Motivational Basis of Trust: Need for Closure Predicts Interpersonal Trust (WITHDRAWN)

Academy of Management Proceedings, 2013

Research paper thumbnail of Trusting others: The polarization effect of need for closure

Journal of Personality and Social Psychology, 2014

Because trust-related issues inherently involve uncertainty, we expected individuals&... more Because trust-related issues inherently involve uncertainty, we expected individuals' social-cognitive motivation to manage uncertainty--which is captured by their need for closure--to influence their level of trust in others. Through the results of 6 studies, we showed that higher need for closure was related to more polarized trust judgments (i.e., low trust in distant others and high trust in close others) in the case of both chronic and situational need for closure. Moreover, participants with high need for closure did not revise their level of trust when they received feedback about the trustees' actual trustworthiness, whereas participants with low need for closure did. Overall, our findings indicate that polarized (either high or low, as opposed to moderate) and persistent levels of trust may serve people's seizing and freezing needs for achieving cognitive closure.

Research paper thumbnail of Acar Burkay et al-JPSP-2014-trusting others need for closure