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Full-Text Articles in Organizational Behavior and Theory
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns, Chris Horan, Philip Smith
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns, Chris Horan, Philip Smith
Mara Olekalns
Context shapes negotiators’ actions, including their willingness to act unethically. Focusing on negotiators use of deception, we used a simulated two-party negotiation to test how three contextual variables - regulatory focus, power, and trustworthiness - interacted to shift negotiators’ ethical thresholds. We demonstrated that these three variables interact to either inhibit or activate deception, providing support for an interactionist model of ethical decision-making. Three patterns emerged from our analyses. First, low power inhibited and high power activated deception. Second, promotion-focused negotiators favored sins of omission whereas prevention-focused negotiators favored sins of commission. Third, low cognition-based trust influenced deception when negotiators …
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns
Maybe It’S Right, Maybe It’S Wrong: Structural And Social Determinants Of Deception In Negotiation, Mara Olekalns
Mara Olekalns
Context shapes negotiators’ actions, including their willingness to act unethically. Focusing on negotiators use of deception, we used a simulated two-party negotiation to test how three contextual variables - regulatory focus, power, and trustworthiness - interacted to shift negotiators’ ethical thresholds. We demonstrated that these three variables interact to either inhibit or activate deception, providing support for an interactionist model of ethical decision-making. Three patterns emerged from our analyses. First, low power inhibited and high power activated deception. Second, promotion-focused negotiators favored sins of omission whereas prevention-focused negotiators favored sins of commission. Third, low cognition-based trust influenced deception when negotiators …
Mindsets: Sensemaking And Transition In Negotiation, Mara Olekalns, Philip L. Smith
Mindsets: Sensemaking And Transition In Negotiation, Mara Olekalns, Philip L. Smith
Mara Olekalns
A negotiation’s opening moments are characterized by high levels of uncertainty. During this phase, individuals screen each other’s behavior for clues about underlying goals and motives. Much of this information is conveyed implicitly by the language that negotiators use. The words they choose and the way they respond to the other party provide important clues about negotiators’ dominant goals and strategy preferences. At the same time, negotiators use incoming information to assess the other party’s intentions. In negotiation, this uncertainty resolves itself into questions about the other party’s trustworthiness. Because negotiations are characterized by a vulnerability to the actions of …