Small talk,big impact – The influence of casual collegial advice on purchasing negotiations |
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| Institution: | 1. WHU – Otto Beisheim School of Management, Burgplatz 2, 56179, Vallendar, Germany;2. W. P. Carey School of Business, Arizona State University, P.O. Box 874 706, Tempe, AZ, USA;1. Concordia University, Montreal, Canada;2. Dalhousie University, Halifax, Canada;1. School of Engineering and Applied Science, Aston Logistics and Systems Institute, Aston University, Birmingham, United Kingdom;2. Department of Supply Chain Management, University of Tennessee, United States;3. Department of Management, Farmer School of Business, Oxford, OH, 45056-1879, United States;4. University of Vaasa, School of Marketing and Communication, Finland;5. Erasmus University Rotterdam, the Netherlands;6. Swiss Federal Institute of Technology Zurich, Switzerland;1. National University of Singapore, National University of Singapore Business School, 15 Kent Ridge Drive, BIZ1-08-41 Mochtar Riady Building, 119245, Singapore;2. The Wharton School, University of Pennsylvania, 3730 Walnut Street, 544 Jon M. Huntsman Hall, Philadelphia, PA 19104, United States;1. Facultat d’Economia, Departamento de Dirección de Empresas, Universitat de València, Avda. Tarongers, s/n, 46022 Valencia, Spain;2. Escuela de Administración de Empresas, Instituto Tecnológico de Costa Rica, Cartago, 30101 San José, Costa Rica |
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| Abstract: | The concept of behavioral supply management has attracted substantial research attention since its introduction about a decade ago. Nevertheless, it is still in a developmental stage, and the supply management field represents a unique and fertile ground for more behavioral research. In this paper, we demonstrate the uncharted potential of behavioral supply management with a special focus on casual advice-giving, which is broadly present in everyday organizational interactions. The study differentiates among three collegial advice types for buyers – to be honest, bluff, or lie – and investigates its influence on subsequent buyer–supplier negotiations. Scenario-based experiments show that advisees are prone to heed advice to be honest and to bluff, but not heed advice to lie in supplier negotiations. Further, we found that, regardless of the advice content, advisees seem to be indifferent to whether the advice is solicited or unsolicited and the advice-giver’s job function. Finding that even small talk can have a big impact, we conclude with a call for more behaviorally-focused empirical research and a broader agenda for behavioral supply management. |
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| Keywords: | Advice Deception Social learning theory Social psychological theories Scenario-based experiments |
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