Series editor(s): Professor Eduardo Salas
Subject Area: Human Resource Management
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|Title:||Chapter 6 The Impact of Implicit Negotiation Beliefs on Motivation and Cognition in Group Negotiation|
|Author(s):||Michael P. Haselhuhn, Laura J. Kray|
|Volume:||14 Editor(s): Elizabeth A. Mannix, Margaret A. Neale, Jennifer R. Overbeck ISBN: 978-0-85724-559-5 eISBN: 978-0-85724-560-1|
|Citation:||Michael P. Haselhuhn, Laura J. Kray (2011), Chapter 6 The Impact of Implicit Negotiation Beliefs on Motivation and Cognition in Group Negotiation, in Elizabeth A. Mannix, Margaret A. Neale, Jennifer R. Overbeck (ed.) Negotiation and Groups (Research on Managing Groups and Teams, Volume 14), Emerald Group Publishing Limited, pp.137-161|
|DOI:||10.1108/S1534-0856(2011)0000014009 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
Purpose – Recent research has highlighted the importance of individuals' beliefs regarding the malleability or fixedness of negotiator characteristics as key determinants of negotiation processes and performance. In this chapter, we examine how these implicit negotiation beliefs affect negotiation at the team level.
Approach – We explore the effects of implicit negotiation beliefs on team negotiation by articulating a model that considers their impact on important group processes such as goal setting, conflict, and communication.
Findings – We propose that individuals' beliefs regarding the fixedness of negotiator characteristics affect team negotiation processes and outcomes, in particular through their effect on interpersonal processes within a negotiation team. We expect that individuals who believe that negotiator characteristics are malleable will focus on long-term success, will devote relatively high levels of effort toward the team's goals, and will share and discuss important information with other members of the team. In contrast, individuals who believe that negotiator characteristics are fixed will focus on short-term goals, will dedicate relatively low levels of effort to the team, and may put their own self interest ahead of the team by withholding key information from other team members. In light of these differences, teams characterized by heterogeneity in team members' implicit negotiation beliefs may experience high levels of intrateam conflict.
Value – This chapter suggests that implicit negotiation beliefs may have a powerful influence on team-level negotiation. Through our review and model development, we aim to stimulate research on implicit negotiation beliefs within groups and teams.
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