1975
DOI: 10.1037/h0076628
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Commitment to future interaction in marketing transactions.

Abstract: Effects of commitment to future bargaining were studied in 40 male dyads. Undergraduate students were randomly assigned to a 2 (bargaining or nonbargaining) X 2 (same person or different person) X 2 (seller or buyer) factorial design. Subjects participated in a simulated automobile-trading task, knowing only their own profits on which experimental compensation was based. Results indicated that commitment to future bargaining was associated with more extreme initial bids (p < .05) and, for dyads, less equitable… Show more

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Cited by 24 publications
(8 citation statements)
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References 6 publications
(3 reference statements)
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“…In both bargaining (e.g., Roering et al, 1975) and non-bargaining (e.g., Shapiro, 1975) contexts, there is support for an equality-oriented distribution of rewards in studies of anticipated future interaction in dyads. As noted above, the knowledge that they will be bargaining again is likely to motivate bargainers to undertake actions that project an aura of fairness.…”
Section: Negotiation Outcomesmentioning
confidence: 92%
See 3 more Smart Citations
“…In both bargaining (e.g., Roering et al, 1975) and non-bargaining (e.g., Shapiro, 1975) contexts, there is support for an equality-oriented distribution of rewards in studies of anticipated future interaction in dyads. As noted above, the knowledge that they will be bargaining again is likely to motivate bargainers to undertake actions that project an aura of fairness.…”
Section: Negotiation Outcomesmentioning
confidence: 92%
“…Extending the arguments of the Roering et al (1975) study, bargainers expecting no future interaction should not be inhibited by fairness norms and should demonstrate even higher aspirations than bargainers with EFNI. Consequently, under Non-EFI situations, negotiators should have higher aspirations than negotiators with EFNI.…”
Section: Pre-negotiation Behavioral Influencesmentioning
confidence: 92%
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“…If managers believe that their relationship with the opponent firm will be short-term-that this is the last time they will be setting competing budgets-they have nothing to lose by choosing the singleplay dominant solution which is the competitive strategy. By contrast, in a long-term relationship, awareness of mutual dependence and the advantages of bilateral cooperation may encourage managers to choose the cooperative strategy (Corfman and Lehmann 1993;Murnighan and Roth 1983;Roering, Slusher and Schooler 1975). Although managers may prefer to cooperate in long-term relationships, they may also choose to modify their behavior in reaction to a competing firm's behavior.…”
Section: The Situationmentioning
confidence: 91%