Research on Managing Groups and Teams

Purpose – Although extensive research shows that power affects negotiator performance, few efforts have been made to investigate how status conflict among negotiators affects negotiation. This chapter addresses this limitation and explores the question that when groups experience status conflict while simultaneously conducting negotiations, how this status conflict affects negotiator behavior and negotiation outcome.

Approach – We define three basic forms of status contest and develop 12 propositions about the impact of status conflict on between-group negotiator behavior and negotiation outcome.

Findings – We propose that when negotiating with an outgroup, negotiators who experience within-group status conflict will use the outgroup to increase their status within group by demonstrating their value to their own group. In the situation of wholly within-group status conflict and within-group negotiation, individual negotiators will use group concern to gain status. This group concern leads to more value-creating behaviors, but lessens the likelihood of reaching an agreement. When groups experience intergroup status conflict alongside intergroup negotiation, the likelihood of agreement, and the likelihood of integrative agreement, decreases and this is due to an increase in contentiousness.

Value – This chapter suggests that status conflict is an important, albeit neglected, aspect of negotiation and it can affect the outcome of the negotiation. Greater research attention toward status conflict in negotiation should help to improve negotiation effectiveness and the quality of agreements.