Motivated information processing, strategic choice, and the quality of negotiated agreement
Bibliographic Data
| ID | 6203835 |
|---|---|
| Authors | Carsten K W De Dreu (0000-0003-3692-4611, University of Amsterdam), Bianca Beersma (0000-0001-8705-9045, University of Amsterdam), Katherine Stroebe (0000-0002-3933-1531, University of Amsterdam), Martin C Euwema, Martin Euwema (0000-0003-0981-4855, Utrecht University) |
| Year | 2006 |
| Volume | 90 |
| Issue | 6 |
| Pages | 927-943 |
| Publication date | 2006-06-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Journal of Personality and Social Psychology (JOURNAL) |
| Journal identifiers | ISSN: 0022-3514 • E-ISSN: 1939-1315 |
| Publisher | American Psychological Association (APA) (PUBLISHER) |
| DOI | 10.1037/0022-3514.90.6.927 |
| PMID | 16784343 |
| OpenAlex | W2123997256 |
| Language | EN |
| Citations received | 69 |
| References cited | 77 |
The authors tested a motivated information-processing model of negotiation: To reach high joint outcomes, negotiators need a deep understanding of the task, which requires them to exchange information and to process new information systematically. All this depends on social motivation, epistemic motivation (EM), and their interaction. Indeed, when EM (manipulated by holding negotiators process accountability or not) was high rather than low and prosocial rather than proself, negotiators recall more cooperative than competitive tactics (Experiment 1), had more trust, and reached higher joint outcomes (Experiment 2). Experiment 3 showed that under high EM, negotiators who received cooperative, rather than competitive, tactics reached higher joint outcomes because they engaged in more problem solving. Under low EM, negotiators made more concessions and reached low joint outcomes. Implications for negotiation theory and for future work in this area are discussed
Cognitive psychology · Economics · Information processing · Management · Negotiation · Process (computing) · Prosocial behavior · Quality (philosophy) · Recall · Task (project management) · Computer Science · Conflict Management and Negotiation · Psychology · Social and Intergroup Psychology · Social Psychology · Team Dynamics and Performance
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Take a break! or not? The impact of mindsets during breaks on negotiation processes and outcomes
Egocentrism drives misunderstanding in conflict and negotiation
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Grading Hampers Cooperative Information Sharing in Group Problem Solving
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Bargainer characteristics in distributive and integrative negotiation
The pursuit of joint outcomes and equality in outcomes
Majority and minority influence
Accountability as a deterrent to self-enhancement
The motivational basis of concessions and compromise
Development of integrative solutions in bilateral negotiation
Unfixing the fixed pie
Knowledge matters
Social interaction basis of cooperators' and competitors' beliefs about others
Matching and mismatching
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Relational schemas and the processing of social information
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| Unique citing works | 69 |
|---|---|
| Citations per year | 3,63 |
| Citation span | 2007 - 2025 (19) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 65 |