Women at the Bargaining Table: Pitfalls and Prospects

Tinsley, Catherine H.; Cheldelin, Sandra; Schneider, Andrea; Amanatullah, Emily T.

doi:10.1111/j.1571-9979.2009.00222.x

Cited by 98 publications

(51 citation statements)

References 38 publications

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“…Outside of academia, assertive bargaining behavior by women has been found to meet with more resistance than assertive bargaining behavior by men (Bowles et al, 2007;Tinsley et al, 2009). And experimental subjects are more likely to hire men than women to perform arithmetic tasks regardless of performance (Reuben et al, 2014).…”

Section: Epistemic Games and Type-conditional Behaviormentioning

confidence: 99%

Dynamics and Diversity in Epistemic Communities

O’Connor

Bruner

2017

Erkenn

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Academics and other researchers regularly engage in strategic interactionsbargaining, cooperation, collaboration, etc. Given this strategic setting, we ask: how do the dynamics of social learning in epistemic communities influence outcomes of various actors? We focus, in particular, on minority groups in academia. As we show, evolutionary game theoretic models indicate that such actors may be disadvantaged through social learning. These dynamics, in turn, can impact the course of scientifc inquiry and theory change by preventing the diversification of epistemic communities.

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Section: Epistemic Games and Type-conditional Behaviormentioning

confidence: 99%

Dynamics and Diversity in Epistemic Communities

O’Connor

Bruner

2017

Erkenn

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“…Sheryl Sandberg (2013) recommended this behavior, suggesting people make requests using the term we instead of I. Similarly, Tinsley et al (2009) recommended citing family needs and security as a justification for salary requests and highlighting how resources requested help one's team or organization. Doing so has at least two effects beneficial for women's performance: avoiding backlash and diminishing fear of social sanctions that can dampen women's ambition and assertiveness.…”

Section: Display Non-threatening Interpersonal Stylesmentioning

confidence: 99%

“…As proposed by Tinsley, Cheldelin, Schneider, and Amanatullah (2009), women could take turns advocating for each other's promotions or salary increases, or they could frame their requests as helping with the cause of gender equity. By doing so, negotiators frame their requests as supporting others rather than serving purely their own interests.…”

Section: Advocate For Other Womenmentioning

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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“…Negotiations are a critical organizational context to understand. Beyond being a fundamental mechanism by which resources are divided, women face numerous hurdles in negotiations (Amanatullah & Morris, 2010;Bowles, Babcock, & McGinn, 2005;Kray, Kennedy, & Van Zant, 2014;Kray & Thompson, 2004;Kray, Thompson, & Galinsky, 2001;Tinsley, Cheldelin, Schneider, & Amanatullah, 2009). Additionally, negotiations are a masculine context (Bowles & Kray, 2013), in which men are expected to perform better than women (Kray et al, 2001), and poor performance relative to women can threaten men's sense of masculinity (Kray & Haselhuhn, 2012;Netchaeva, Kouchaki, & Sheppard, 2015).…”

Section: Introductionmentioning

confidence: 99%

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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Women at the Bargaining Table: Pitfalls and Prospects

Cited by 98 publications

References 38 publications

Dynamics and Diversity in Epistemic Communities

Dynamics and Diversity in Epistemic Communities

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

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

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