1967
DOI: 10.1177/002200276701100402
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Interorganizational conflict: a labor-management bargaining experiment

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Cited by 32 publications
(8 citation statements)
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“…There have been experiment studies of negotiation in the literature, but few of them are specific to the engineering design field. Some experiments conducted in the fields of social and management sciences study the impact of personality on the negotiation outcome (Evan & McDougall, 1967), and others explore the difference between individual versus group negotiators (Polzer, 1996). In the field of engineering design, Kirshmann and Greenstein (2002) tested the influence of groupware on a design project.…”
Section: Related Workmentioning
confidence: 99%
“…There have been experiment studies of negotiation in the literature, but few of them are specific to the engineering design field. Some experiments conducted in the fields of social and management sciences study the impact of personality on the negotiation outcome (Evan & McDougall, 1967), and others explore the difference between individual versus group negotiators (Polzer, 1996). In the field of engineering design, Kirshmann and Greenstein (2002) tested the influence of groupware on a design project.…”
Section: Related Workmentioning
confidence: 99%
“…For example, experimental findings on issue size (Fisher, 1964;Deutsch et al, 1971), the interplay between values and interests (Druckman et al, 1977), prominent outcomes (Benton and Druckman, 1973), and within-party differences (Evan and MacDougall, 1967;Jacobson, 1981) inform the questions in the issue category. Theory and research on orientation toward negotiation (Organ, 1971), tactics (Schelling, 1960), formulae and frameworks (Zartman and Berman, 1982), and linkages (Jensen, 1979) inform the questions on process.…”
Section: A Negotiator Support Systemmentioning
confidence: 99%
“…Other techniques that are used to provide a mediative mechanism may predict the outcome (e.g., compromise or unilateral concession) better than prenegotiation attitudes of bargainers. Such factors as the presence of a third-party mediator (Vidmar, 1971) and intrateam disagreement on a conflict position (Evan and MacDougall, 1967) have been shown to be effective in facilitating the resolution of conflicts of interest. In matrix games such as Prisoner's Dilemma, idiosyncratic factors have an increased chance of predicting behavior, if the payoff for making one type of response (e.g., a cooperative choice) does not differ substantially from the payoff for making another type of response (see Knapp and Podell, 1968).…”
Section: Moderating Effects Of the Situationmentioning
confidence: 99%
“…He found that greater understanding of an opponent's position was beneficial in reaching agreements when their positions were compatible, but had essentially opposite effects when they were incompatible. Evan and MacDougall (1967) manipulated position distance between two two-man teams of simulated labor or management representatives. A condition in which each team consisted of a moderate and an extremist (&dquo;bilateral dissensus&dquo;) was compared to a condition in which both teammates were extremists on the same issue (&dquo;bilateral consensus&dquo;) and to a condition in which one team consisted of a moderate and an extremist while the other was made up of two extremists (&dquo;unilateral dissensus&dquo;).…”
Section: Conflict Of Interestmentioning
confidence: 99%