Emotion in Group Decision and Negotiation

Abstract

The book series, Advances in Group Decision and Negotiation-as an extension of the journal, Group Decision and Negotiation-is motivated by unifying approaches to group decision and negotiation processes. These processes are purposeful, adaptive, and complex-cybernetic and self-organizing-and involve relation and coordination in multiplayer, multicriteria, ill-structured, evolving dynamic problems in which players (agents) both cooperate and conflict. These processes are purposeful complex adaptive systems.Group decision and negotiation involves the whole process or flow of activities relevant to group decision and negotiation-such as communication and information sharing, problem definition (representation) and evolution, alternative generation, social-emotional interaction, coordination, leadership, and the resulting action choice.Areas of application include intra-organizational coordination (as in local/global strategy, operations management and integrated design, production, finance, marketing, and distribution-e.g., as for new products), computer-supported collaborative work, labor-management negotiation, inter-organizational negotiation (business, government, and nonprofits), electronic negotiation and commerce, mobile technology, culture and negotiation, inter-cultural and international relations and negotiation, globalization, terrorism, and environmental negotiation.More information about this series at

Electronic Negotiation and Behavioral Elements

“…Goal is a level of accomplishment that needs to be attained in order for the deal to be considered satisfactory (see, for example, Arunachalam et al 2001). Emotion is an oftstudied element in negotiation and includes, for example, sadness, worry, guilt, regret, anger, and happiness; see Martinovsky (2015), Olekalns and Druckman (2015), and OTHER CHAPTERS of this Handbook (MARTINOWSKI). Further, since negotiations can be taxing (De Dreu et al 2007) and since rationality is bounded, decision biases and mental frames (e.g., availability, overconfidence etc.)…”

“…With respect to goals, Van Poucke and Bulens (2002) remark about a positive association between goals and outcome, in contrast to Pruitt and Carnevale (2011) who argue for a U-shaped relationship. Emotion is another factor featuring extensively among behavioral negotiation theorists; an excellent recent survey is in Olekalns and Druckman (2015). Emotion is an affective state and can be used as information to guide behavior (Olekalns and Druckman 2015).…”

“…Emotion is another factor featuring extensively among behavioral negotiation theorists; an excellent recent survey is in Olekalns and Druckman (2015). Emotion is an affective state and can be used as information to guide behavior (Olekalns and Druckman 2015). Druckman et al (1986) study the relation between the emotion, surprise, and outcome measured by EEG waveforms.…”

Looking Back on a Framework for Thinking About Group Support Systems

“…In order to acknowledge the significance of emotions, in psychology as well as in management and organization studies, today scholars talk about "cold cognition" and "hot cognition," where the former refers to the detached reason while the latter to an involved emotional stance (Healey and Hodgkinson 2017;Hodgkinson and Sadler-Smith 2017). In GDSS, emotions play a particularly important role (Martinovski 2010(Martinovski , 2015, especially in relation to the transitional object, as they enhance the GDSS process as well as the sense of ownership.…”

Why so Serious? Theorising Playful Model-Driven Group Decision Support with Situated Affectivity

“…A wealth of prior research aimed at understanding emotion exists in relation to technology-mediated GDSS and negotiation, as evidenced by an edited book on Emotion in Group Decision and Negotiation (Martinovsky 2015b), a volume of the Advances in Group Decision and Negotiation Series, and two dedicated special issues (Druckman and Olekalns 2008;Martinovski 2009). However, firstly, most of the work is focused on technology-mediated forms of GDSS and negotiation, with limited consideration of wide-band GDS (Eden 1992).…”