Negotiation processes as sources of (and solutions to) interorganizational conflict
By: Elizabeth Long Lingo, Colin Fisher, and Kathleen L. McGinn
Contributors: Fisher, Colin; McGinn, Kathleen L.; Harvard Business School
Series: Working paper / Harvard Business School -- 12-107; Working paper (Harvard Business School) -- 12-107.
Publisher: Harvard Business School
Published: 2012
Place of publication: [Boston]
Language: eng
Number of pages: 32
Description: We investigate how structural features of negotiations can affect interaction processes and how negotiations can be not only a solution to, but also a source of, inter-organizational conflict. Principals, agents, and teams face different sets of constraints and opportunities in negotiations. We develop grounded theory detailing how the micro-interactions comprising a negotiation are shaped by the representation structure (principals, agents, or teams) of the parties. In qualitative and quantitative analyses of negotiations carried out by principals, agents, and teams in a laboratory experiment, we find that negotiators' efforts to manage the constraints and opportunities of their representation structure are reflected in the micro-interactions, the broad improvisations, and the resulting substantive and relational outcomes.
Notes: "June 2012"--Publisher's Web site.

"May 31, 2012" -- added t.p.

Includes bibliographical references.