Relational accommodation in negotiation: Effects of egalitarianism and gender on economic efficiency and relational capital

Curhan, Jared R.; Neale, Margaret A.; Ross, Lee; Rosencranz-Engelmann, Jesse

doi:10.1016/j.obhdp.2008.02.009

Cited by 136 publications

(108 citation statements)

References 48 publications

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“…Thus, merely contemplating money (Vohs, Mead, & Goode, 2006) or making salient material objects common to business (e.g., a briefcase) (Kay, Wheeler, Bargh, & Ross, 2004) can lead people to be more self-interested and less helpful towards others. Within negotiations, relationship-promoting and self-promoting outcomes are often inversely correlated (Curhan, Neale, Ross, & Rosencranz-Engelmann, 2008). Further supporting these ideas, Aquino et al (2009) showed that providing a performance-based financial incentive increased the use of deception in a negotiation for those with strong (but not weak) moral iden-tities by temporarily decreasing the salience of moral identity relative to other identities.…”

Section: Explaining When Gender Differences In Negotiator Ethics Emergementioning

confidence: 83%

A social-cognitive approach to understanding gender differences in negotiator ethics: The role of moral identity

Kennedy

Kray

2017

Organizational Behavior and Human Decision Processes

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a b s t r a c tTo date, gender differences in ethics have received little theoretical attention. We utilize a socialcognitive framework to explain why these differences emerge and when women engage in less unethical negotiating behavior than do men. We propose that, relative to men's, women's stronger moral identities suppress unethical negotiating behavior. Study 1 establishes a gender difference in moral identity strength through a meta-analysis of over 19,000 people. Study 2 observes gender differences in two aspects of negotiator ethics -moral disengagement and opportunism. Study 3 establishes moral identity strength as an antecedent to negotiator ethics. Finally, Studies 4 and 5 explore financial incentives as a situational moderator. Because financial incentives temporarily decrease the salience of moral identity, they could mitigate gender differences in negotiator ethics, leading women to act more like men. Across both studies, financial incentives impacted women's (but not men's) unethical negotiating behavior. Our findings help to explain why and when gender differences in ethics emerge.

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Section: Explaining When Gender Differences In Negotiator Ethics Emergementioning

confidence: 83%

A social-cognitive approach to understanding gender differences in negotiator ethics: The role of moral identity

Kennedy

Kray

2017

Organizational Behavior and Human Decision Processes

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“…In other words, women could be adopting accommodating strategies (not collaborative strategies) more often than men. Accommodating strategies involve premature concession-making, which can drive lower economic outcomes (Curhan, Neale, Ross, & Rosencranz-Engelmann, 2008;Hü ffmeier, Freund, Zerres, Backhaus, & Hertel, 2014).…”

Section: Economic Performancementioning

confidence: 99%

A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

Kennedy

Kray

2015

Research in Organizational Behavior

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Within a framework of inequality the existence of conflict is denied and the means to engage openly in conflict are excluded. -Jean Baker Miller, M. D. The New Psychology of WomenWomen in organizations are succeeding to a lesser degree than men. Women still hold only 5% of CEO positions (Catalyst, 2015), 19% of Board Directorships (Catalyst, 2015 and are estimated to earn only $0.82 for every dollar paid to men (Hegewisch, Ellis, & Hartmann, 2015). When women are under-represented in high status positions, it becomes more difficult for other women to succeed in the organization (Ibarra, 1992(Ibarra, , 1993Kanter, 1977). The female gender group is seen more negatively in firms with fewer senior women (Ely, 1994) and women's skills go unrecognized (Joshi, 2014) 1 .Despite similar career aspirations, the trajectories of high-achieving men and women in MBA programs vary in important ways. A recent survey of Harvard Business School alumni showed that women were less likely than men to hold senior management positions, less likely to Women's relatively worse performance in negotiation is often cited as an explanation for gender differences in advancement and pay within organizations. We review key findings from the past twenty years of research on gender differences in negotiation. Women do underperform relative to men in negotiation, but only under limited circumstances, which means the performance gap is unlikely due to lesser skills on their part. The barriers between women and negotiation excellence are of three types: cognitive, motivational, and paradigmatic. Cognitive barriers stem from negative stereotypes about women's negotiating abilities. Motivational barriers stem from desire to prevent women negotiators from excelling in a masculine domain. Paradigmatic barriers stem from how negotiation is currently studied. We call for greater attention to motivational barriers and for changes to the negotiation paradigm. Women negotiators are not incompetent, and training them to negotiate more like men is not obviously the solution. In fact, women have greater concern for others than men do, and their cooperativeness elevates collective intelligence and enables ethical behavior. Under a new paradigm of negotiation, the value of these strengths could become more readily apparent. In particular, we advocate for greater attention to long-term relationships, subjective value, and relational capital, all of which may have important economic implications in real world negotiations. ß

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“…Studies have documented that negotiators often trade their economic gains for their relationships (Curhan, Neale, Ross, & Rosencranz-Engelmann, 2008;White, Tynan, Galinsky, & Thompson, 2004), and that negotiator traits systematically direct these decisions (Amanatullah, Morris, & Curhan, 2008). In an extension of this work, we investigate how a fundamental human need-the need to belong (Baumeister & Leary, 1995)-operates in negotiation.…”

Section: Introductionmentioning

confidence: 99%

Sabotaging the deal: The way relational concerns undermine negotiators

O’Connor

Arnold

2011

Journal of Experimental Social Psychology

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Relational accommodation in negotiation: Effects of egalitarianism and gender on economic efficiency and relational capital

Cited by 136 publications

References 48 publications

A social-cognitive approach to understanding gender differences in negotiator ethics: The role of moral identity

A social-cognitive approach to understanding gender differences in negotiator ethics: The role of moral identity

A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

Sabotaging the deal: The way relational concerns undermine negotiators

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