BA, BA(Hons1), PhD (Adelaide)

Professor Mara Olekalns is Professor of Management (Negotiations) at the Melbourne Business School, University of Melbourne. Her research focuses on the relationships between how individuals think about negotiation, what they do and say during the negotiation, and their outcomes. The aim of her research is to help negotiators understand and improve the process of negotiating, with the goal of creating better agreements. Professor Olekalns' current research projects investigate how:

  • gender shapes the interpretation of and reaction to negotiators' strategic choices
  • how negotiators evaluate and trade-off economic and social outcomes in negotiation
  • negotiators make micro-ethical judgments throughout negotiations
  • negotiators respond to unexpected and potentially damaging events in negotiation.
  • Deputy Dean (Academic), Melbourne Business School (2010 - 2011)
  • Associate Dean (Research), Melbourne Business School (2002 - 2007)
  • President, International Association for Conflict Management (2008-2009)
  • Professorial Fellow, Psychological Science, University of Melbourne
  • Division Chair, Conflict Management Division of the Academy of Management
  • Section Editor, Group Decision and Negotiation
  • Editorial Board, Negotiation Journal

Melbourne Business School, University of Melbourne

  • Professor of Management (Negotiations) (2003 - )
  • Associate Professor (2001 - 2003)
  • Senior Lecturer (1999 - 2001)

Fellow, International Association for Conflict Management

Olekalns M., Caza, B.B., & Vogus, T.  (2020). Gradual Drifts, Abrupt Shocks: From Relationship Fractures to Relational Resilience, Academy of Management Annals14, 1-27.

Barry, B., Olekalns, M., & Rees, L. (2019).  An ethical analysis of emotional labor, Journal of Business Ethics160, 17-34.

Lewis, B., Olekalns, M., Smith, P.L., & Caza, B.B. (2018).  See the Benefit: Adversity Appraisal and Subjective Value in Negotiation. Negotiation Journal, 34, 379-400.

Olekalns, M., & Smith, P.  (2018). A satisfied mind: Motivational orientation, feedback and the subjective value of negotiation outcomes, Group Decision & Negotiation, 27, 179-196.

Olekalns, M., Horan. C., & Smith, P.L.  (2014).  Maybe It’s Right, Maybe It’s Wrong: Structural and Social Determinants of Deception in Negotiation, Journal of Business Ethics, 122, 89-102.

Olekalns, M.,Kulik, C., & Chew, L. (2014). Sweet little lies: Social context and the use of deception in negotiation, Journal of Business Ethics, 120, 13-26.

Druckman, D., & Olekalns, M. (2013). Motivational primes, trust and negotiators’ reactions to a crisis, Journal of Conflict Resolution, 56 , 966-990.

Olekalns, M., & Smith, P.L. (2013). Dyadic power profiles: Power-contingent strategies for value creation in negotiation, Human Communication Research, 39, 3-20.

Kulik, C., & Olekalns, M. (2012). Negotiating the gender divide: Lessons from the negotiation and organizational behavior literatures, Journal of Management (Review Issue), 38, 1387 - 1415.

Olekalns, M & Smith, P (2009) Mutually dependent: Power, trust, affect and the use of deception in negotiation, in Journal of Business Ethics, 85, 347-365.

Brett, J, Olekalns, M, Friedman, R, Goates, N, Anderson, C & Lisco, C (2007) Sticks and Stones: Language, Structure and On-Line Dispute Resolution, in Academy of Management Journal, 50, 85-100.

Olekalns, M & Smith, P (2005) Moments in Time: Metacognition, Trust and Outcomes in Negotiation, in Personality & Social Psychology Bulletin, 31, 1696-1707.