N. Rothman, Pratt, M., Rees, L., and Vogus, T.,
“Understanding the dual nature of ambivalence: Why and when ambivalence leads to good and bad outcomes”,
Academy of Management Annals, vol. 11, no. 1, pp. 1-40, 2017.
C. Lam, Rees, L., Levesque, L., and Ornstein, S.,
“Shooting from the hip: A habit perspective of voice”,
Academy of Management Review, vol. 43, no. 3, pp. 470-486, 2018.
L. Rees, Friedman, R., Oelkalns, M., and Lachowicz, M.,
“Limiting fear and anger responses to anger expressions”,
International Journal of Conflict Management, vol. 31, no. 4, pp. 581-605, 2020.
B. Barry, Oelkalns, M., and Rees, L.,
“An ethical analysis of emotional labor”,
Journal of Business Ethics, vol. 160, no. 1, pp. 17-34, 2019.
J. Sanchez-Burks, Bartel, C., Rees, L., and Huy, Q.,
“Assessing collective affect recognition via the Emotional Aperture Measure”,
Cognition and Emotion, vol. 30, no. 1, pp. 117-133, 2016.
L. Rees, Chi, S., Friedman, R., and Shih, H.,
“Anger as a trigger for information search in integrative negotiations”,
Journal of Applied Psychology, vol. 105, no. 7, pp. 713-731, 2020.
L. Rees, Rothman, N., Lehavy, R., and Sanchez-Burks, J.,
“The ambivalent mind can be a wise mind: Emotional ambivalence increases judgment accuracy.”,
Journal of Experimental Social Psychology, vol. 49, no. 3, pp. 360-367, 2013.