Edited by Oluremi B. Ayoko, Neal M. Ashkanasy and Karen A. Jehn
Chapter 19: Negotiation processes as sources of (and solutions to) interorganizational conflict
AbstractWe investigate how party representation structure in negotiations can affect negotiation processes and how those processes can be both sources of and solutions to interorganizational conflict. More specifically, we examine and compare the negotiation processes in three different party representation structures: principal-principal, agent-agent, and team-team. Each party representation structure presents a different set of constraints and opportunities in the negotiation process. In a qualitative analysis of negotiations in a laboratory experiment, we find that negotiators’ efforts to manage the constraints and opportunities of party representation are reflected in the task, procedural, and relational aspects of their micro-interactions and the overall logic, or improvisations, which characterize the negotiations. In addition to offering a new methodical and theoretical approach to studying the effect of organizational features on negotiation processes, our chapter details several directions ripe for future research.
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