Long, Elizabeth LongFisher, ColinMcGinn, Kathleen2012-07-132012-07-13Lingo, 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.http://nrs.harvard.edu/urn-3:HUL.InstRepos:9056239We 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-US2012-07-1310.4337/9781781006948.00029