بررسی مذاکره
Abstract
1- Introduction
2- A model of negotiation
3- Negotiation strategy
4- Cognitive and motivational biases
5- Personality
6- Motivation
7- Emotions and moods
8- Trust
9- Reputations and relationships
10- Gender
11- Power: BATNA and status
12- Culture
13- Conclusion
References
Abstract
Negotiation has been an important area of research within organizational behavior and management science for the past 50 years. In this review, we adapt Brett’s model of culture and negotiation (Brett, 2000) and use it as an organizing guide to examine the factors that research has shown to affect 3 key measures, namely: negotiators’ interests and priorities, strategies and social interactions, and outcomes. Specifically, the model focuses on psychological factors including cognitions and biases, personality, motivation, emotions and inclination to trust; and social-environmental factors including reputation and relationship, gender, power and status, and culture. We conclude with a discussion of how future directions might address some of the limitations of current research.
Introduction
Negotiation has been an important field of study within organizational behavior and management science since the publication of Walton and McKersie’s (1965) book, A behavioral theory of labor relations, which provided in-depth descriptions of two different strategic approaches to negotiation in behavioral terms. Walton and McKersie (1965), themselves, were influenced by the newly emerging field of game theory (Luce & Raiffa, 1957). The game theory perspective can be seen in the pervasive focus on understanding deviations from rational negotiation outcomes. It was largely Pruitt (1981) and his students during the 1970s who brought the social psychological perspective and its rigorous experimental methods to negotiation research. In this review, we adapt Brett’s model of culture and negotiation as an organizing guide for our examination of the literature (Brett, 2000). According to the model, negotiators’ interests and priorities affect the potential value of their joint gains. Negotiators’ strategies affect the nature of the interaction between the parties. How well the negotiated outcome captures the potential value of the negotiators’ joint gains depends on the nature of their interaction.