Negotiation Processes As Sources of (And Solutions To) Interorganizational Conflict

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Negotiation Processes As Sources of (And Solutions To) Interorganizational Conflict

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Title: Negotiation Processes As Sources of (And Solutions To) Interorganizational Conflict
Author: Long, Elizabeth Long; Fisher, Colin; McGinn, Kathleen L.

Note: Order does not necessarily reflect citation order of authors.

Citation: Lingo, Elizabeth Long, Colin Fisher, and Kathleen L. McGinn. "Negotiation Processes As Sources of (and Solutions to) Interorganizational Conflict." Harvard Business School Working Paper, No. 12–107, June 2012.
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Abstract: We investigate how structural features of negotiations can affect interaction processes and how negotiations can be not only a solution to, but also a source of, inter-organizational conflict. Principals, agents, and teams face different sets of constraints and opportunities in negotiations. We develop grounded theory detailing how the micro-interactions comprising a negotiation are shaped by the representation structure (principals, agents, or teams) of the parties. In qualitative and quantitative analyses of negotiations carried out by principals, agents, and teams in a laboratory experiment, we find that negotiators’ efforts to manage the constraints and opportunities of their representation structure are reflected in the micro-interactions, the broad improvisations, and the resulting substantive and relational outcomes.
Terms of Use: This article is made available under the terms and conditions applicable to Open Access Policy Articles, as set forth at http://nrs.harvard.edu/urn-3:HUL.InstRepos:dash.current.terms-of-use#OAP
Citable link to this page: http://nrs.harvard.edu/urn-3:HUL.InstRepos:9056239

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