Who Gets to the Bargaining Table? Understanding Gender Variation in the Initiation of Negotiations

Small, Deborah A.; Gelfand, Michele J.; Babcock, Linda; Gettman, Hilary J.

doi:10.2139/ssrn.602783

Cited by 13 publications

(19 citation statements)

References 16 publications

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“…However, in light of the dearth of negotiation research conducted in the field, it is unclear if simulation-based differences can generalize to women at work. For instance, in contrast to laboratory research (Small et al, 2007), studies of actual salary negotiations among MBA students seeking jobs have not found evidence of gender differences in propensity to negotiate (Gerhart & Rynes, 1991) or in economic and subjective value accrued through negotiating their job offers (Curhan et al, 2009). Comparing the type of negotiation that takes place in the classroom to those in real world contexts highlights some important differences.…”

Section: Paradigmatic Barriers To Women's Negotiation Performancementioning

confidence: 89%

“…Compared to men, women report greater dislike of negotiating (Babcock, Gelfand, Small, & Stayn, 2006;Small, Gelfand, Babcock, & Gettman, 2007) and report lower selfefficacy in doing so (Stevens, Bavetta, & Gist, 1993). Consistent with this attitudinal difference, Kray and Gelfand (2009) found that women felt relief when their first offer was accepted, whereas men felt regret that they had not asked for more, even if it meant a more protracted, back-and-forth negotiation.…”

Section: Attitudes Towards Negotiatingmentioning

confidence: 94%

“…In a laboratory study, Small et al (2007) found that 23% of men negotiated for higher payment, compared to 3% of women. In a second laboratory study, cuing participants to the possibility of negotiating their payment exacerbated gender differences in the propensity to do so.…”

Section: Propensity To Negotiatementioning

confidence: 99%

“…Women's apparent preference for asking over negotiating may reflect women's greater concerns about politeness. Additionally, Small et al (2007) found that priming a sense of power by recalling a time they had control over others (Galinsky, Gruenfeld, & Magee, 2003) improved women's attitude towards negotiating. The results suggest negotiation is a masculine-stereotyped task (Bowles & Kray, 2013).…”

Section: Attitudes Towards Negotiatingmentioning

confidence: 99%

“…It is seen as less appropriate to pursue profit maximization goals in the context of communal sharing, equality matching, and authority-ranking relations than within market-pricing domains (McGraw & Tetlock, 2005). If women exhibit a greater propensity to negotiate when the task is framed as asking rather than negotiating (Small et al, 2007), then this may imply they are operating outside of a market-pricing model, which implies making demands and threatening impasse if demands are not met. Asking implies a relatively cooperative framing of the task.…”

Section: Do Women Apply Communal Sharing and Equality Matching Norms mentioning

confidence: 99%

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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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Section: Paradigmatic Barriers To Women's Negotiation Performancementioning

confidence: 89%