Constraints and triggers
Subtitle: situational mechanics of gender in negotiation
By: Hannah Riley-Bowles, Linda Babcock, Kathleen L. McGinn
Contributors: Babcock, Linda, 1961-; McGinn, Kathleen L.; Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 05-075; Working paper (Harvard Business School. Division of Research) -- 05-075
Publisher: Division of Research, Harvard Business School
Published: 2005
Place of publication: Boston
Language: eng
Number of pages: 61
Description: Authors propose two categories of situational moderators of gender in negotiation: situational ambiguity and gender triggers. Reducing the degree of situational ambiguity constrains the influence of gender on negotiation. Gender triggers prompt divergent behavioral responses as a function of gender. Field and lab studies (1 and 2) demonstrate that decreased ambiguity in the economic structure of a negotiation (structural ambiguity) reduces gender effects on negotiation performance. Study 3 shows representation role (negotiating for self or other) functions as a gender trigger by producing a greater effect on female than male negotiation performance. Study 4 shows decreased structural ambiguity constrains gender effects of representation role, suggesting situational ambiguity and gender triggers work in interaction to moderate gender effects on negotiation performance.
Notes: "Running head: Gender in negotiation"--Added t.p.

Includes bibliographical references.