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Intergroup Negotiations

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  • Jeffrey T. Polzer

    (Graduate School of Business, University of Texas at Austin)

Abstract

In this study, the performance of individual and team negotiators is compared. From an intergroup relations perspective, teams may be impeded by their competitive orientation and low levels of cooperation and trust. However, from a cognitive perspective, advantages should accrue to teams because more people are present to generate additional ideas, bring a greater number of perspectives to the problem, and perform strategically important roles during the negotiation. The relative effects of these opposing forces were tested by comparing the perceptions and outcomes of parties in intergroup, interindividual, and mixed (team vs. individual) negotiations in a laboratory experiment. Results indicate that the presence of teams increased competitiveness and decreased cooperativeness and trust between negotiating parties. In mixed negotiations, teams outperformed individual opponents and were perceived as having more power and more ideas for a solution. Teams also affected integrative outcomes when negotiators' level of training was considered, such that the presence of teams negatively influenced performance for novices but positively influenced integrative outcomes for trained negotiators. The implications of these results for theories of intergroup relations and negotiations are discussed.

Suggested Citation

  • Jeffrey T. Polzer, 1996. "Intergroup Negotiations," Journal of Conflict Resolution, Peace Science Society (International), vol. 40(4), pages 678-698, December.
    • Handle: RePEc:sae:jocore:v:40:y:1996:i:4:p:678-698
    DOI: 10.1177/0022002796040004008
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    References listed on IDEAS

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    1. Thompson, Leigh & Hastie, Reid, 1990. "Social perception in negotiation," Organizational Behavior and Human Decision Processes, Elsevier, vol. 47(1), pages 98-123, October.
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