Dovish and Hawkish Influence in Distributive and Integrative Negotiations
The Role of (A)symmetry in Constituencies
Datos Bibliográficos
| ID | 21584980 |
|---|---|
| Autores | Hillie Aaldering (0000-0002-6883-3717, University of Amsterdam, autor de correspondencia), Shirli Kopelman (0000-0002-7000-0220, University of Michigan) |
| Año | 2022 |
| Volumen | 31 |
| Número | 1 |
| Páginas | 111-136 |
| Fecha de publicación | 2022-02-01 |
| Peer Reviewed | Sí |
| Open Access | Sí |
| Tipo | ARTICLE |
| Revista | Group Decision and Negotiation (JOURNAL) |
| Identificadores de la revista | ISSN: 0926-2644 • E-ISSN: 1572-9907 |
| Editorial | Springer Science and Business Media LLC (PUBLISHER) |
| DOI | 10.1007/s10726-021-09759-6 |
| OpenAlex | W3197015924 |
| Idioma | EN |
| Citas recibidas | 3 |
| Referencias citadas | 62 |
Dovish and hawkish constituency pressures influence representative negotiations. Dovish constituency voices promote a collaborative and problem-solving approach, but can also allow for exploitation in negotiations. Hawkish voices encourage a competitive approach, but may leave value on the table. These dynamics are investigated in four experiments. In two interactive dyadic-negotiation experiments (Experiments 1 & 2; N = 186 and N = 220), we investigated how constituency pressures influenced outcomes in two negotiation settings (distributive and integrative). Representatives of dovish constituencies reached higher negotiation outcomes than representatives of hawkish constituencies, when facing a representative with a similar constituency (Experiment 1). However, when representatives with a dovish constituency met with representatives of a hawkish constituency, dovish representatives reached lower gains in both negotiation settings (Experiment 2). This hawkish advantage was replicated in two online scenario studies (Experiments 3 & 4; N = 248 and N = 319). There was no consistent empirical support for the role of a potential future interaction in eliciting representatives’ concessions (Experiment 1–3), however, an absence of accountability to constituents reduced representatives’ competitiveness, irrespective of whom they represented (Experiment 4). Theoretical and practical implications for labor relations, diplomacy, and business negotiations are discussed
Diplomacy · Distributive property · Economics · Negotiation · Political science · Conflict Management and Negotiation · Experimental Behavioral Economics Studies · Law · Mathematics · Multi-Agent Systems and Negotiation · Psychology · Social Psychology
The social psychology of bargaining and negotiation
Negotiation
The Impact of Social Value Orientations on Negotiator Cognition and Behavior
Constituency Norms Facilitate Unethical Negotiation Behavior Through Moral Disengagement
Influence of social motives on integrative negotiation
Why hawks fly higher than doves
How representatives with a dovish constituency reach higher individual and joint outcomes in integrative negotiations
Competitive representative negotiations worsen intergroup relations
How intragroup dynamics affect behavior in intergroup conflict
Social value orientations and negotiator outcomes
Procedural frames in negotiations
On sex differences in self-disclosure during the acquaintance process
Open to offers, but resisting requests
The importance of who you meet
Starting high and ending with nothing
Motivational bases of choice in experimental games
Resistance to yielding and the expectation of cooperative future interaction in negotiation
How to turn a hawk into a dove and vice versa
Psychological Correlates of Support for Compromise
Boundary Role Conflict
Determinants of Compromising Behavior in Negotiation
Time Pressure and the Development of Integrative Agreements in Bilateral Negotiations
Negotiators who give too much
Opponent's personality, expectation of social interaction, and interpersonal bargaining
Motivated information processing, strategic choice, and the quality of negotiated agreement
Team negotiation
What do people value when they negotiate? Mapping the domain of subjective value in negotiation
Perspective taking as a means to overcome motivational barriers in negotiations
Development of integrative solutions in bilateral negotiation
Knowledge matters
Social interaction basis of cooperators' and competitors' beliefs about others
| Obras citantes distintas | 3 |
|---|---|
| Citas por año | 3 |
| Intervalo de citas | 2025 - 2026 (2) |
| Velocidad de citación | current |
| Altamente citado | No |
| Tipos de cita | Neutras: 3 |