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The current pair of studies are the first to empirically show that the proposed tactics/processes (i.e., accommodation, legitimation, intimidation, bureaucratic) of the anticipatory organizational impression management (OIM) model decrease initial challenges to an event and prevent the escalation of an already existing challenge. Moreover, our data showed that variables specified by the model mediated the relationship between the tactics and the respective dependent measures (i.e., initial challenges, escalation of challenges). Our results offer compelling evidence for the OIM model, an empirical case that has been heretofore absent from the literature.

Three experiments investigated people's motivation to conserve the self's limited regulatory resource after it is depleted by initial self-control exertion. Across the experiments, the results supported the idea of a conservation process. In Experiment 1, depleted participants' subsequent performance decreased when expecting to engage in a future self-regulation task compared to engaging in no task at all. In Experiments 2 and 3 we employed the “end-effect” pattern found in past vigilance research to further examine conservation. In Experiment 2, depleted and nondepleted participants who knew the study ran for 30 min performed similarly following 20 min of self-regulation, whereas 3 min or 10 min of self-regulation produced typical depletion effects. Likewise, the findings from Experiment 3 revealed this same conservation pattern using a shortened 6-min initial task. Specifically, when depleted participants believed the study was finished their task performance was better compared to those who believed th...

Theory and research indicate upward comparisons can negatively influence self-evaluation and that people actively employ various protective strategies to mitigate the effect of such comparisons. This study examined whether people experiencing threatening comparisons dissemble personal information as a self-presentation strategy to portray a positive outward image. It was hypothesized that upward comparisons influence participants' self-image and consequently the frequency of untruthful statements they employ as part of their self-presentation efforts. Specifically, participants received feedback that they did better (or worse) than another individual and were led to believe this individual would evaluate them based on questionnaire responses. In support of the hypotheses, results indicated that the frequency of deceptions significantly increased and self-esteem and mood decreased when participants encountered threatening comparison information. Findings also showed that the relationship between upward com...