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Full-Text Articles in Business
Negotiations And Trust, Mara Olekalns, Philip L. Smith
Negotiations And Trust, Mara Olekalns, Philip L. Smith
Mara Olekalns
This forthcoming entry in the Encyclopaedia of Peace Psychology provides an overview of trust in negotiation
But Can I Trust Her? Gender And Expectancy Violations In Negotiation, Mara Olekalns, Carol Kulik, Dasha Simonov, Carolyn Bradshaw
But Can I Trust Her? Gender And Expectancy Violations In Negotiation, Mara Olekalns, Carol Kulik, Dasha Simonov, Carolyn Bradshaw
Mara Olekalns
Women who negotiate incur social backlash, being perceived as more pushy and demanding than women who do not negotiate. In two experiments, we test the boundary conditions for this backlash effect. Using a simulated employment contract negotiation, we explore how the strategies that women use, who they negotiate with (E1) and the organizational context within which they negotiate (E2) affects one social outcome, women’s perceived trustworthiness. We compare the how men and women evaluate the use of a gender-congruent accommodating style or a a gender-incongruent, competing style (E1) in either an agentic or a communal organizational culture (E2). In both …
Turning Points In Negotiation, Daniel Druckman, Mara Olekalns
Turning Points In Negotiation, Daniel Druckman, Mara Olekalns
Mara Olekalns
This manuscript will appear as a "State of the Art" Commentary about turning points in negotiation
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 …
The Relational Foundations Of Strategic Choice In Negotiation, Mara Olekalns, Philip Smith
The Relational Foundations Of Strategic Choice In Negotiation, Mara Olekalns, Philip Smith
Mara Olekalns
Representing negotiations as social exchanges highlights negotiators’ implicit obligations to honor exchanges and the risk that they will fail to do so. Based on their representation of the underlying relationship, negotiators are oriented to one of four relational risks (failures in reliability, predictability, benevolence or integrity). The salience of a specific relational risk shifts negotiators’ strategic focus and elicits a distinct strategic cluster (deterrence, co-ordination, obligation, collaboration) aimed at offsetting or neutralizing these relational risks.