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Getting the Floor: Motive-Consistent Strategy and Individual Outcomes in Multi-Party Negotiations

Author

Listed:
  • Mary C. Kern

    (Kellogg School of Management, Northwestern University)

  • Jeanne M. Brett

    (Kellogg School of Management, Northwestern University)

  • Laurie R. Weingart

    (Carnegie Mellon University)

Abstract

Social motives influence negotiators’ actions and reactions. In this study we proposed that social motives moderate the relationship between persistence in the use of integrative or distributive negotiation strategy and individual outcomes in 33 four-person mixed-motive negotiations. Cooperative negotiators who persisted in using integrative strategy achieved higher outcomes than those who did not persist. Persistence in the use of integrative strategy did not pay off for individualistic negotiators in this multi-party setting. We theorized that this pattern of results was due to cooperative and individualistic negotiators using strategy differently. We found that cooperative negotiators used more motive-consistent integrative strategy and less motive-inconsistent distributive strategy than individualistic negotiators, whose pattern of strategy use was consistent with their self-interested motives, providing evidence for our motive consistency theory.

Suggested Citation

  • Mary C. Kern & Jeanne M. Brett & Laurie R. Weingart, 2005. "Getting the Floor: Motive-Consistent Strategy and Individual Outcomes in Multi-Party Negotiations," Group Decision and Negotiation, Springer, vol. 14(1), pages 21-41, January.
    • Handle: RePEc:spr:grdene:v:14:y:2005:i:1:d:10.1007_s10726-005-3874-7
    DOI: 10.1007/s10726-005-3874-7
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    Cited by:

    1. Kern, Mary C. & Brett, Jeanne M. & Weingart, Laurie R. & Eck, Chase S., 2020. "The “fixed” pie perception and strategy in dyadic versus multiparty negotiations," Organizational Behavior and Human Decision Processes, Elsevier, vol. 157(C), pages 143-158.
    2. Shay S. Tzafrir & Rudolph Joseph Sanchez & Keren Tirosh-Unger, 2012. "Social Motives and Trust: Implications for Joint Gains in Negotiations," Group Decision and Negotiation, Springer, vol. 21(6), pages 839-862, November.

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