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Conflicting Social Motives In Negotiating Groups, Laurie Weingart, Jeanne Brett, Mara Olekalns, Philip Smith
Conflicting Social Motives In Negotiating Groups, Laurie Weingart, Jeanne Brett, Mara Olekalns, Philip Smith
Mara Olekalns
Negotiators’ social motives (cooperative versus individualistic) influence their strategic behaviors. This study used multi-level modeling and analyses of strategy sequences to test hypotheses regarding how negotiators’ social motives and the composition of the group influence group members’ negotiation strategies. Four-person groups negotiating a 5 issue mixed-motive decision making task were videotaped, transcribed, and coded. Group composition included two homogeneous conditions (all cooperators and all individualists) and three heterogeneous conditions (3 cooperators/1 individualist; 2 cooperators/2 individualists; 1 cooperator/3 individualists). Results showed that cooperative negotiators adjusted their use of integrative and distributive strategies in response to the social motive composition of the …
Resolving The Empty Core: Trust As A Determinant Of Outcomes In Three-Party Negotiations, Mara Olekalns, Feyona Lau, Philip Smith
Resolving The Empty Core: Trust As A Determinant Of Outcomes In Three-Party Negotiations, Mara Olekalns, Feyona Lau, Philip Smith
Mara Olekalns
This research examined how trust affected resource allocation in a 3-party negotiation. Negotiators were presented with an empty core problem in which their theoretical share of resources exceeded the resources available for distribution. We tested which of three components of trust – reliability, predictability and empathy – predicted negotiators’ outcomes. We distinguished between absolute and relative trust. We found that relative trust was a more consistent predictor of individual outcomes than absolute trust and that the most trusted party in a network obtained the highest individual outcomes. This finding highlights the importance of social context in shaping trust judgements. The …