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Unlocking integrative potential: Expressed emotional ambivalence and negotiation outcomes

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  • Rothman, Naomi B.
  • Northcraft, Gregory B.

Abstract

This paper examines how one negotiator’s expressed emotional ambivalence can foster integrative outcomes. Study 1 demonstrated that observing a negotiation partner’s emotional ambivalence leads negotiators to come up with more integrative agreements. Study 2 examined a proposed mechanism: Expressed ambivalence leads to an increased perceived ability to influence the ambivalent negotiator because it suggests submissiveness. Study 3 demonstrated that perceived submissiveness mediates the effects of observed emotional ambivalence on integrative agreements. Implications of these findings for negotiation and emotions research, and directions for future research, are discussed.

Suggested Citation

  • Rothman, Naomi B. & Northcraft, Gregory B., 2015. "Unlocking integrative potential: Expressed emotional ambivalence and negotiation outcomes," Organizational Behavior and Human Decision Processes, Elsevier, vol. 126(C), pages 65-76.
    • Handle: RePEc:eee:jobhdp:v:126:y:2015:i:c:p:65-76
    DOI: 10.1016/j.obhdp.2014.10.005
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    References listed on IDEAS

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    Cited by:

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    2. Lim, Jia Hui & Tai, Kenneth & Kouchaki, Maryam, 2021. "Ambivalent bosses: An examination of supervisor expressed emotional ambivalence on subordinate task engagement," Organizational Behavior and Human Decision Processes, Elsevier, vol. 165(C), pages 139-152.

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