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dc.contributor.authorLong, Elizabeth Long
dc.contributor.authorFisher, Colin
dc.contributor.authorMcGinn, Kathleen L.
dc.date.accessioned2012-07-13T13:24:07Z
dc.date.issued2012-07-13
dc.identifier.citationLingo, 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.en_US
dc.identifier.urihttp://nrs.harvard.edu/urn-3:HUL.InstRepos:9056239
dc.description.abstractWe 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.en_US
dc.language.isoen_USen_US
dash.licenseOAP
dc.titleNegotiation Processes As Sources of (And Solutions To) Interorganizational Conflicten_US
dc.description.versionAuthor's Originalen_US
dash.depositing.authorMcGinn, Kathleen L.
dc.date.available2012-07-13T13:24:07Z
dc.identifier.doi10.4337/9781781006948.00029
dash.contributor.affiliatedMcGinn, Kathleen


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