The three faces of Eve: Strategic displays of positive,negative, and neutral emotions in negotiations |
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| Institution: | 1. The Ross School of Business, University of Michigan, 701 Tappan St., Ann Arbor, MI 48109-1234, USA;2. The Fuqua School of Business, Duke University, Box 90120, One Towerview Rd. Durham, NC 27708-0120, USA;3. Kellogg School of Management, Northwestern University, 2001 Sheridan Rd. Evanston, IL 60208, USA;4. Bauer College of Business, University of Houston, 334 Melcher Hall, Houston, TX, 77204-6021, USA;1. Harvard Business School, United States;2. Columbia Business School, United States;3. Northwestern University Management & Organizations, United States;4. University of Toronto, Canada;1. Harvard Business School, Cotting 300E, Soldiers Field Road, Boston, MA 02163, United States;2. The University of Michigan, The Stephen M. Ross School of Business, 701 Tappan Ave, R4661, Ann Arbor, MI 48109, United States;3. Cornell University, Johnson Graduate School of Management, Sage Hall 326, Ithaca, NY 14853, United States;4. Harvard Business School, Baker Library 463, Soldiers Field Road, Boston, MA 02163, United States;1. Columbia Business School, Columbia University, United States;2. Leuphana University of Luneburg, Germany;3. ESMT Berlin, Germany;1. System Engineering Institute, School of Automation, Huazhong University of Science and Technology, Wuhan 430074, China;2. Key Laboratory of Image Processing and Intelligent Control, Huazhong University of Science and Technology, Wuhan 430074, China |
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| Abstract: | In a series of laboratory experiments, we tested the influence of strategically displaying positive, negative, and neutral emotions on negotiation outcomes. In Experiment 1, a face-to-face dispute simulation, negotiators who displayed positive emotion, in contrast to negative or neutral emotions, were more likely to incorporate a future business relationship in the negotiated contract. In Experiment 2, an ultimatum setting, managers strategically displaying positive emotion were more likely to close a deal. This effect was mediated by negotiators’ willingness to pay more to a negotiator strategically displaying positive versus negative emotions. In Experiment 3, display of positive emotion was a more effective strategy for gaining concessions from the other party in a distributive setting. Negotiators made more extreme demands when facing a negotiator strategically displaying negative, rather than positive or neutral, emotions. Implications for strategic display of emotion in negotiations are discussed. |
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