Gender differences in anticipated pay negotiation strategies and outcomes

Business students were asked to indicate their pay expectations and anticipated negotiation strategies for a specific management trainee job. They also indicated expectations for their and the recruiter's target and resistance points for the negotiation process. Men, compared to women, indicated higher pay expectations, a higher likelihood of active negotiation, less likelihood of using traditional self-promotion strategies, and more opportunity for legitimate negotiations. Significant correlations were found between pay expectations and negotiation strategies. Intervention strategies for changing women's pay outcome and negotiation expectations are discussed, as well as the need for a better understanding of effective negotiation behaviors.This research was supported by the Colorado State University College of Business Summer Research Grant Program. An abbreviated version of this article was presented at the 50th Annual meeting of the Academy of Management, Women in Management Division, August 13, 1990, San Francisco, California.We gratefully acknowledge the critical comments of Kevin R. Murphy, Jeanette N. Cleveland, and Russell Cropanzano on an earlier draft of this article.     

Black-Hat/White-Hat Strategy in Bilateral Negotiation

The black-hat/white-hat strategy is a sequential process involving two people who work as a team in a negotiation against an adversary. The first person in the sequence, the black hat, takes a competitive stance toward the adversary; the second in the sequence, the white hat, takes a more cooperative stance. The presumed effect is success in eliciting concessions from the adversary and reaching agreement. The experiment reported here simulated a buyer–seller negotiation to assess the effects of the temporal ordering of the black-hat and white-hat strategies. Subjects, as buyers, negotiated twice with computer-simulated sellers who were either cooperative or competitive in the first negotiation and cooperative or competitive in the second. The results suggested that strategy shifts can play an important role in negotiation: when a new strategy was presented (either more cooperative or more competitive), there was increased concession-making by subjects and reduction of distance between offers. The black-hat/white-hat strategy was most likely to reduce distance and reach agreements. The black-hat/black-hat strategy was least successful by these measures. Evidence of contrast effects was obtained in perceptions of opponent cooperativeness: the black-hat/white-hat strategy produced the greatest perceived cooperativeness. The black-hat/white-hat strategy benefited from two processes: 1. concessions of the white-hat in the second negotiation in reducing distance from agreement, and 2. greater perceived cooperativeness due to the contrast effect. Several indexes of collective efficiency indicated that a black-hat/white-hat aggregate of strategies was more efficient than any other combination of strategies.     

Understanding optimal outcomes.

Using a simulated employment contract negotiation, this study examined the relationship between negotiation strategies and the quality of negotiated outcomes. A log‐linear analysis showed that the frequency and sequencing of strategies was systematically related to negotiation outcomes. Impasse negotiations were characterized by the frequent use of contention and sequences that paired similar (either cooperative or competitive) strategies. Settlement was associated with decreased contention and the use of sequences that paired dissimilar strategies. Increasing joint gain was linked to the introduction of priority information and conciliation as well as to changes in the pattern of information exchange: Reciprocal and indirect (positional) information exchange led to low joint gain, whereas reciprocal and direct (priority) information exchange led to high joint gain.     

My way: How strategic preferences vary by negotiator role and regulatory focus

Negotiators may use vigilant, loss-minimizing strategies or eager, gain-maximizing strategies. The present study provides evidence that preferences for these different strategies depend on negotiator role and personal orientation. In a price negotiation, buyers and prevention-focused individuals prefer vigilant strategies, whereas sellers and promotion-focused individuals prefer eager strategies. When there is a match between the strategy and the role (role–strategy fit) or between the strategy and the individual's regulatory focus orientation (focus–strategy fit), the negotiator experiences more fit and plans to be more demanding in the negotiation. By manipulating strategy in a real, binding negotiation, we reveal its importance in determining negotiators' subjective experiences and planned demand. Our results show that shared strategic preferences between different motivational orientations—negotiator role and personal regulatory focus—can create self-regulatory compatibility.     

Paying a price: culture, trust, and negotiation consequences

Three studies contrasting Indian and American negotiators tested hypotheses derived from theory proposing why there are cultural differences in trust and how cultural differences in trust influence negotiation strategy. Study 1 (a survey) documented that Indian negotiators trust their counterparts less than American negotiators. Study 2 (a negotiation simulation) linked American and Indian negotiators' self-reported trust and strategy to their insight and joint gains. Study 3 replicated and extended Study 2 using independently coded negotiation strategy data, allowing for stronger causal inference. Overall, the strategy associated with Indian negotiators' reluctance to extend interpersonal (as opposed to institutional) trust produced relatively poor outcomes. Our data support an expanded theoretical model of negotiation, linking culture to trust, strategies, and outcomes.     

MEDIUM OF COMMUNICATION,DIFFERENTIAL POWER,AND PHASING OF CONCESSIONS: NEGOTIATING SUCCESS AND ATTRIBUTIONS TO THE OPPONENT1

The effect of three variables thought to be important to the negotiation process was investigated via an attributional analysis. Three different communication modes (audio, audio/video, face-to-face), three levels of power (high, equal, low), and three prior concession-phasing strategies (alternating, increasingly cooperative, decreasingly cooperative) were combined in a factorial design to determine their effect on negotiation outcomes and negotiator attributions. The data indicated that the communication and power variables were the most potent, with the face-to-face communication mode producing the best joint outcomes, followed by the audio/video and audio-only conditions. The various “prior” concession strategies had little effect on subsequent negotiation outcomes. Several significant internal/external attributions of locus of causality were found, as were significantly different impression ratings according to conditions.     

CODING NATURALISTIC NEGOTIATION INTERACTION

While much recent work has attempted to code negotiation interaction to identify how individuals use communication tactics in negotiation settings, many coding schemes have been developed to analyze simulated activities and may not be appropriate for the analysis of formal, professional negotiation events. Moreover, most coding research has failed to focus on the relationships between individual tactics and larger communication strategies. This article proposes a coding mechanism sensitive to formal, naturally occurring communication in negotiation settings and capable of identifying strategic use of individual tactics. The coding scheme is then applied to simulated and naturalistic negotiation interaction and the resulting data are assessed, using lag sequential analysis. Significant differences are reflected between the naturalistic and simulated interactions and strong patterns of communication strategy are identified.     

A Developmental Meta-Analysis of Peer Conflict Resolution

A series of meta-analyses examine developmental trends in peer conflict resolution. Peer conflict resolutions are most likely to involve negotiation, with coercion and then disengagement the next most likely strategies. Patterns of conflict resolution differ with age. Coercion is common among children and disengagement is rare. Negotiation is prevalent among adolescents and young adults; the former do not differ in terms of coercion and disengagement, whereas the latter tend to avoid coercion in favor of disengagement. Conflict resolutions also vary as a function of peer relationships, assessment procedures, and reporters. Negotiation prevails in all peer relationships except those with siblings; there is more negotiation among romantic partners than among friends, and more negotiation among friends than among acquaintances. Negotiation is the overwhelming strategy of choice for those presented with hypothetical disputes, but actual conflicts tend to be resolved by coercion. Observers indicate that most conflicts involve coercive resolutions, in contrast to self-reports, which suggest that negotiation prevails. Although conclusions are qualified by the limited number of studies available, follow-up moderator analyses indicate that negotiation increases and coercion declines with age across most peer relationships, assessment procedures, and reporters such that different patterns of conflict resolution during childhood give way to the same relative ordering of strategies during young adulthood.     

Conflicting social motives in negotiating groups

Negotiators' social motives (cooperative vs. individualistic) influence their strategic behaviors. In this study, the authors used multilevel modeling and analyses of strategy sequences to test hypotheses regarding how negotiators' social motives and the composition of the group influence group members' negotiation strategies. Four-person groups negotiating a 5-issue mixed-motive decision-making task were videotaped, and the tapes were transcribed and coded. Group composition included 2 homogeneous conditions (all cooperators and all individualists) and 3 heterogeneous conditions (3 cooperators and 1 individualist, 2 cooperators and 2 individualists, 1 cooperator and 3 individualists). Results showed that cooperative negotiators adjusted their use of integrative and distributive strategies in response to the social-motive composition of the group, but individualistic negotiators did not. Results from analyses of strategy sequences showed that cooperators responded more systematically to others' behaviors than did individualists. They also redirected the negotiation depending on group composition.     

The unexpected benefits of final deadlines in negotiation

Two experiments explored actual and predicted outcomes in competitive dyadic negotiations under time pressure. Participants predicted that final deadlines would hurt their negotiation outcomes. Actually, moderate deadlines improved outcomes for negotiators who were eager to get a deal quickly because the passage of time was costly to them. Participants’ erroneous predictions may be due to oversimplified and egocentric prediction processes that focus on the effects of situational constraints (deadlines) on the self and oversimplify or ignore their effects on others. The results clarify the psychological processes by which people predict the outcomes of negotiation and select negotiation strategies.     

Multi-Party,Whole-Body Interactions in Mathematical Activity

This study interrogates the contributions of multi-party, whole-body interactions to students' collaboration and negotiation of mathematics ideas in a task setting called walking scale geometry, where bodies in interaction became complex resources for students' emerging goals in problem solving. Whole bodies took up overlapping roles representing geometric objects, contributing to the communication and negotiation of problem-solving strategies and engaging as mathematical instruments for representation.     

Women and Leadership: A Developmental Paradox?

In this article, the author explores the nature of leadership from a gendered perspective, specifically addressing leadership challenges for women. Leadership challenges, gender stereotypes, and definitions of leadership are discussed. Recommendations for professional redefinition of leadership within the counseling profession and strategies for successful negotiation of leadership roles are provided.     

The influence of power on the information search, impression formation, and demands in negotiation

Based on work by Fiske (1992), we argue that power differences influence information search strategies during negotiation. Experiment 1 showed that negotiators with less power ask more diagnostic than leading questions, and more belief-congruent than incongruent questions, when facing a competitive rather than cooperative partner. Experiment 2 suggested that this result was caused by stronger accuracy and impression motivation among less powerful negotiators. Experiment 3 showed that belief-congruent rather than incongruent questions produce more positive impressions during negotiation. And when less powerful negotiators are asked leading questions about their willingness to cooperate (compete), they responded with lower (higher) demands. The results are discussed in terms of a motivated information-processing model of negotiation.     

When you're not the Brady Bunch: Identifying perceived conflicts and resolution strategies in stepfamilies

This study was a qualitative analysis of interviews from 58 members of 17 stepfamilies regarding the sources of conflict and conflict resolution strategies. The majority of conflicts resulted from negotiation of family boundaries and were manifested in the following ways: (a) disagreements over resources; (b) loyalty conflicts; (c) individuals holding a “guard and protect” ideology; and (d) conflict with extended family members Wide arrays of resolution strategies were used, and some, but not all, resulted in positive outcomes.     

班主任协商管理行为、师生关系与小学4~6年级学生外化问题行为的相互作用关系：交叉滞后研究

为探讨班主任协商管理行为、师生关系和学生外化问题行为三者间的相互作用关系, 在1个学年中, 采用问卷法对1407名小学4~6年级学生进行3次追踪测量。交叉滞后分析结果表明：(1)班主任协商管理行为启动积极的相互作用过程, T1时的班主任协商管理行为能显著减少T2时的学生的外化问题行为、提升T2时的师生关系亲密和降低T2时的师生关系冲突, 进而显著影响T3时的班主任协商管理行为、师生关系和学生外化问题行为; (2)学生外化问题行为驱动消极的相互作用过程, T1时的学生外化问题行为能显著减少T2时的班主任协商管理行为、降低T2时的师生关系亲密和增加T2时的师生关系冲突, 进而显著影响T3时的学生外化问题行为、师生关系和班主任协商管理行为。研究结果支持动态相互作用模型, 提示班主任在警醒学生外化问题行为的负面驱动作用的同时, 可有意识地利用协商管理行为的积极驱动作用干预学生的外化问题行为。     

Play,Precariousness, and the Negotiation of Shared Meaning: A Developmental Research Perspective on Child Psychotherapy

Recent work in developmental psychology and primatology indicates that human infants are distinguished from other primates by the end of the 1st year by their awareness that others have subjective states like their own. This early appearing awareness of the subjectivity of others forms the basis for the subsequent negotiation and elaboration of “we-ness,” that is, of shared orientations toward the world that allow the child to enter into collaborative relations with others. It is argued that this gradual working out of collaborative strategies for the elaboration of shared meanings is a principal function of joint pretend play in early childhood, and this is one of the critical developmental functions addressed in psychodynamic play therapy. Developmental theory and research contributing to this perspective is integrated with excerpts from children's joint pretend play and from play therapy case material to illustrate the precarious and improvisational nature of the negotiation of shared meaning.     

Analogical encoding facilitates knowledge transfer in negotiation

Information learned in one situation often fails to transfer to a similarly structured situation. However, prior findings suggest that comparing two or more instances that embody the same principle can promote abstraction of a schema that can be transferred to new situations. In two lines of research, we examined the effects of analogical encoding on knowledge transfer in negotiation situations. In Experiment 1, undergraduates were more likely to propose optimal negotiation strategies and less likely to propose compromises (a suboptimal strategy) when they received analogy training. In Experiment 2, graduate management students who drew an analogy from two cases were nearly three times more likely to incorporate the strategy from the training cases into their negotiations than were students given the same cases separately. For both novices and experienced participants, the comparison process can be an efficient means of abstracting principles for later application.     

How negotiators get to yes: predicting the constellation of strategies used across cultures to negotiate conflict

Individualism, hierarchy, polychronicity, and explicit-contracting values explain why managers from Germany, Japan, and the United States use a different mix of strategies to negotiate workplace conflict. Hypotheses extend prior research in showing that conflict behavior is multiply determined and that each culture uses a variety of interests, regulations, and power-based conflict management strategies. Results of actual (rather than survey-based) conflict resolution behavior suggest several fruitful avenues for future research, including examining the inferred meaning of negotiation arguments, analyzing interaction effects of cultural value dimensions, studying the effectiveness of different strategies across cultures, and examining whether strategic adjustments are made during intercultural conflict management.     

Goal orientations in negotiations: the influence of goal orientations on fixed-pie perceptions and bargaining outcomes

As is the case for other achievement situations, people may approach negotiations emphasizing outcome and/or process goals. This paper examines the effects of process goal orientation (PGO) and outcome goal orientation (OGO) on individuals' fixed-pie perceptions and the negotiation of joint outcomes. Process and outcome goal orientations are associated with different personal beliefs about the world. We hypothesized that persons who are primarily oriented toward outcome goals, based on their fixed-entity perception of the world, would mainly concentrate on the final results or on the outcomes of the negotiation. They would tend to perceive negotiations as fixed, zero-sum, competitive situations, which have to be "won" by one of the parties at the expense of the other. On the other hand, we predicted that people who are strongly process-oriented, based on their malleable-entity perception of the world, would focus mainly on formulating and mastering the best strategies that lead to successful resolution of the negotiation. They would perceive positions to be "malleable" and, hence, would tend to perceive the negotiation as a non zero-sum situation. Additionally, the interaction between the two types of goal orientations and its effect on the parties' joint negotiation outcomes was examined. Results of two empirical studies indicated that OGO was significantly positively associated with fixed-pie bias (Study 1). The significant interaction between PGO and OGO (Study 2) demonstrated that a strong OGO combined with a strong PGO led to the best joint negotiation outcomes. Implications for goal orientation and negotiation theories are discussed.     

一岁半到二岁半婴儿交涉行为与交换性行为的形成──中日婴幼儿“所有”行为的结构及其发展研究之一

本研究分别在中国和日本对一岁半到二岁半的婴儿进行自然观察,分析了婴儿之间围绕着某些资源而发生的交涉行为和交换性行为的发生过程及其发展上特点。主要结果有①中日婴儿到2岁左右时开始出现交涉行为和交换性行为,但在该年龄阶段并不占有主导地位。②该年龄阶段婴儿的交换性行为还不能说是完整意义上的交换,属于“前交换行为”。③对于获得对方的东西来说,该年龄阶段婴儿的交涉行为和交换性行为并不是很有效的方式。④我们进行观察的中国幼儿园托儿班的婴儿其交涉行为和交换性行为的出现早于日本保育园的婴儿,但从交涉行为出现的比例来看,日本婴儿采用交涉行为的倾向比中国婴儿更明显。