Negotiations and Trust

Olekalns, Mara; Smith, Philip L.

doi:10.1002/9780470672532.wbepp176

Cited by 3 publications

(3 citation statements)

References 7 publications

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“…Given that trading is not a unilateral process (Fisher et al 2005), reciprocal actions in this direction may contribute to the rapid development of mutual trust and create value in the agreements established because the exchange of information and the willingness to solve problems are supported by the expectation that the other party will act reciprocally (Olekalns and Smith 2012). Lewicki (2006) notes that the more trust increases, the greater the likelihood that the negotiation will develop favourably, increasing the points of agreement and reducing the points of inflection.…”

Section: Trust In the Pre-negotiation Phasementioning

confidence: 99%

“…Their findings, then, emphasize the need to have a good ethical reputation for building trust between parties. Trust violations based on ethical issues are difficult to repair (Olekalns and Smith 2012).…”

Section: Trust In the Negotiation Phasementioning

confidence: 99%

“…Furthermore, the mutual trust between negotiators can help to create a suitable climate, providing more opportunities to consider each other's needs and mutually effect concessions (Butler 1999). Olekalns and Smith (2012) note that first impressions about the other party's trustworthiness are critical to the development of a negotiation. First impressions that the other party is trustworthy can stimulate the development of a virtuous cycle of increasing trust and cooperation.…”

Section: Introductionmentioning

confidence: 99%

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The Management of the Negotiation Process in Interorganizational Partnerships from the Trust Perspective

Lima

Morais

2015

Decision Models in Engineering and Management

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In an increasingly complex, dynamic and highly competitive environment, there has been a proliferation of interorganizational relationships with an emphasis on cooperative relationships. For companies to define or redefine the terms of interdependence in established transactions, negotiations are required, and trust has been considered crucial for enabling joint gains in the development and implementation of the agreement. Negotiators who trust each other transfer their thoughts more comfortably and more readily accept the ideas of the other party because trust not only reduces transaction costs but also has a mutually causal relationship with information sharing, which further creates value in the exchange ratio. The present study analyses trust in the negotiation processes of interorganizational partnerships. The three areas of study, interorganizational relationships, trust and negotiation, are interlinked; therefore, a conceptual model for analysing the dimensions of trust in an integrative negotiation is proposed. The analysis covers the three stages of a negotiation process between two organizations: pre-negotiation, negotiation and post-negotiation. From the results of this study, it is concluded that identifying and developing actions to strengthen the trust dimensions in the processes of relationship negotiations between organizations is important for cooperatively developing and encouraging mutual benefits for the companies involved.

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Section: Trust In the Pre-negotiation Phasementioning

confidence: 99%

Section: Trust In the Negotiation Phasementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The Management of the Negotiation Process in Interorganizational Partnerships from the Trust Perspective

Lima

Morais

2015

Decision Models in Engineering and Management

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After the fall: Regulatory focus, trust and negotiators’ responses to a crisis

Caspi

Olekalns

Druckman

2016

Journal of Trust Research

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Secrecy, Uncertainty, and Trust: The Gendered Nature of Back-Channel Peace Negotiations

Corredor,

Anderson

2024

International Studies Review

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Back-channel negotiations are commonplace in peace negotiations and can serve as crucial mechanisms for reaching agreements. While there has been a moderate increase in scholarship examining back-channel negotiations in the last two decades, none has explored the gendered nature of these spaces. This article analyzes how and why back-channel negotiations are highly gendered processes and why their gendered nature matters for sustainable peace. We begin with a review of the current literature on back-channel negotiations and discuss how and why they are critical mechanisms in peace negotiation and agreement processes. Next, we show how women’s inclusion in peace negotiations and agreement practices matters for sustainable peace. Thereafter, we discuss how secret negotiation spaces are infused with gendered power and masculine logics of war and peace. We argue that three key features of back-channel negotiations—secrecy, uncertainty, and limited trust—come together to create an echo chamber of hypermasculinity ideas, values, styles, and norms that prevent women from achieving descriptive and substantive representation inside fundamental secret negotiation spaces. This article adds to the developing literature on back-channel negotiations and helps us better understand how and why women and their interests are regularly excluded from peace processes despite the global prominence of the United Nations’ Women, Peace, and Security agenda.

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Negotiations and Trust

Cited by 3 publications

References 7 publications

The Management of the Negotiation Process in Interorganizational Partnerships from the Trust Perspective

The Management of the Negotiation Process in Interorganizational Partnerships from the Trust Perspective

After the fall: Regulatory focus, trust and negotiators’ responses to a crisis

Secrecy, Uncertainty, and Trust: The Gendered Nature of Back-Channel Peace Negotiations

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