From Preparation to Performance
Conscientiousness Predicts Negotiation Planning and Value Claiming
Bibliographic Data
| ID | 12166330 |
|---|---|
| Authors | Daisung Jang (0000-0001-7624-5678, Melbourne Business School Carlton Victoria Australia), William P Bottom (0000-0001-8200-8476, Olin Business School Washington University in St. Louis St Louis Missouri USA), Hillary Anger Elfenbein (0000-0002-3973-1447, Olin Business School Washington University in St. Louis St Louis Missouri USA) |
| Year | 2025 |
| Volume | 38 |
| Issue | 2 |
| Publication date | 2025-03-25 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Behavioral Decision Making (JOURNAL) |
| Journal identifiers | ISSN: 0894-3257 • E-ISSN: 1099-0771 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/bdm.70015 |
| OpenAlex | W4408923977 |
| Language | EN |
| References cited | 57 |
Individual difference researchers observe that conscientiousness predicts job but not negotiation performance. This may reflect a genuine absence of this trait's impact on negotiation. But this could also be due to methodological choices in studies to date. Most studies relied on small sample sizes and highly structured negotiation problems that limit opportunities for preparation. This paper takes a novel approach to examining conscientiousness in negotiation by (1) deploying a complex simulation that demands considerable planning effort, (2) examining variation in planning behavior, and (3) using dyadic data analysis methods with an adequately powered sample. In the two samples comprising Studies 1A and 1B (combined N = 566), higher conscientiousness predicted more value claimed, and counterpart conscientiousness predicted less value claimed in settlements. Follow‐up studies examined planning behavior. Study 2 ( N = 301) demonstrated that conscientious negotiators spent more time planning and placed greater import on information relevant to the negotiation. Conscientiousness correlated positively with peer ratings of distributive efficiency. Study 3 ( N = 153) not only replicated the positive relationship between conscientiousness and greater time spent planning but also identified a U‐shaped relationship between the trait and effortful planning behaviors. The results suggest that conscientiousness represents a previously underappreciated contributor to effective negotiation. By loosening the constraints on bargaining present in most negotiation studies, we observed a pattern consistent with many prior studies of job performance—conscientiousness predicts individual outcomes and planning behavior. These studies highlight a need to expand the empirical and theoretical exploration of negotiation processes beyond the bargaining phase
Big Five personality traits · Conscientiousness · Economics · Microeconomics · Negotiation · Personality · Political science · Statistics · Value (mathematics · Ethics in Business and Education · Job Satisfaction and Organizational Behavior · Law · Management Theory and Practice · Mathematics · Psychology · Social Psychology
Testing Similarity Effects with Dyadic Response Surface Analysis
A Review and Synthesis of Situational Strength in the Organizational Sciences
Two Lines
Statistical power analyses using G*Power 3.1
Wielding power in multiparty negotiations
Individual Differences and Situational Constraint Predict Information Search in Negotiation Planning
Integration Through Redefinition
Evaluating Negotiators Who Deceptively Communicate Anger or Happiness
Big five personality traits and performance
Goal Setting and Negotiation Performance
A meta‐analytic investigation into the moderating effects of situational strength on the conscientiousness–performance relationship
Short and extra-short forms of the Big Five Inventory–2
Informant reports
Are some negotiators better than others? Individual differences in bargaining outcomes
The art and science of negotiation
Negotiator confidence
Handbook of Personality Theory and Research
A meta-analysis on gender differences in negotiation outcomes and their moderators
The Customs of Conflict Management among Corporate Executives
| Citation velocity | historical |
|---|---|
| Highly cited | No |