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Ashleigh Shelby Rosette Shirli Kopelman JeAnna Lanza Abbott 《Group Decision and Negotiation》2014,23(3):629-647
Two studies tested whether making first offers influences negotiators’ feelings of anxiety and their sense of satisfaction. The results of Study 1 show that the strategy of making the first offer led to decreased levels of satisfaction with the negotiation process and outcomes. This effect was mediated by perceived feelings of anxiety. Study 2 discerned that anxiety about making the first offer derived from self-perception concerns, represented as anxiety about being taken advantage of by the opposing party. In both studies, anxiety led negotiators who made the first offer to be relatively less satisfied with the negotiation, than negotiators who did not make the first offer, despite the increased economic gains associated with making the first offer. 相似文献
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This research examined how culture influences the effectiveness of the strategic displays of emotions in negotiations. We
predicted that in cross-cultural negotiation settings, East Asian negotiators who highly regarded cultural values that are
consistent with communicating respect as humility and deference would be more likely to accept an offer from an opposing party
who displayed positive as opposed to negative emotion. With a sample of East Asian MBA students, the results of Study 1 confirmed
this prediction. Study 2 results replicated this finding with a sample of Hong Kong executive managers and also found they
were less likely to accept an offer from a negotiator displaying negative emotion than Israeli executive managers who did
not hold humility and deference in such high regard. Implications for strategic display of emotions in cross-cultural settings
are discussed. 相似文献
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Group Decision and Negotiation - Dovish and hawkish constituency pressures influence representative negotiations. Dovish constituency voices promote a collaborative and problem-solving approach,... 相似文献
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