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Learning Negotiation Skills: Four Models of Knowledge Creation and Transfer


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  • Janice Nadler

    (Northwestern University, School of Law, 357 East Chicago Avenue, Chicago, Illinois 60611, and American Bar Foundation, Chicago, Illinois 60611)

  • Leigh Thompson

    (Northwestern University, Kellogg School of Management, 2001 Sheridan Road, Evanston, Illinois 60208-2001)

  • Leaf Van Boven

    (University of Colorado at Boulder, Department of Psychology, Muenzinger Hall, Box 345, Boulder, Colorado 80309)

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    Our review of the learning and training literature revealed four common methods for training people to be more effective negotiators: didactic learning, learning via information revelation, analogical learning, and observational learning. We tested each of these methods experimentally in an experiential context and found that observational learning and analogical learning led to negotiated outcomes that were more favorable for both parties, compared to a baseline condition of learning through experience alone. Information revelation and didactic learning were not significantly different from any other condition. Process measures revealed that negotiatorsÙ schemas about the task (reflected in open-ended essays) were strong predictors of performance in the analogical learning condition, but were poor predictors of performance in the remaining conditions. Interestingly, negotiators in the observation group showed the largest increase in performance, but the least ability to articulate the learning principles that helped them improve, suggesting that they had acquired tacit knowledge that they were unable to articulate.

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    Bibliographic Info

    Article provided by INFORMS in its journal Management Science.

    Volume (Year): 49 (2003)
    Issue (Month): 4 (April)
    Pages: 529-540

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    Handle: RePEc:inm:ormnsc:v:49:y:2003:i:4:p:529-540

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    Keywords: Negotiation; Learning; Analogical Reasoning; Management Skills;


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    Cited by:
    1. Arumugam, V. & Antony, Jiju & Kumar, Maneesh, 2013. "Linking learning and knowledge creation to project success in Six Sigma projects: An empirical investigation," International Journal of Production Economics, Elsevier, vol. 141(1), pages 388-402.
    2. Volkema, Roger J., 2009. "Why Dick and Jane don't ask: Getting past initiation barriers in negotiations," Business Horizons, Elsevier, vol. 52(6), pages 595-604, November.
    3. Vetschera, Rudolf, 2009. "Learning about preferences in electronic negotiations - A volume-based measurement method," European Journal of Operational Research, Elsevier, vol. 194(2), pages 452-463, April.
    4. Cardella, Eric, 2012. "Learning to make better strategic decisions," Journal of Economic Behavior & Organization, Elsevier, vol. 84(1), pages 382-392.


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