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Negotiation in Social Conflict
Issues and outcomes in negotiation and related settings strategies and tactics in negotiation determinants of demands, concessions and contentious behaviour reactions to the other party's behaviour
INTRODUCTION 532 Other Procedures for Dealing with Opposing Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 532 THE STUDY OF NEGOTIATION 533 ISSUES, LIMITS, AND OUTCOMES IN
Social values and social conflict in creative problem solving and categorization.
Participants were led to expect either cooperation or conflict, and then performed K. Duncker's (1945) functional-fixedness task (Experiment 1) or E. Rosch's (1975) categorization task (Experiment
Culture and Deception in Business Negotiations: A Multilevel Analysis
This article investigates the relationship between culture, personality, and deception in a simulated international management negotiation at multiple levels of analysis. `Deception' was
Reading people's minds from emotion expressions in interdependent decision making.
A model based on appraisal theories of emotion is suggested that posits an inferential mechanism whereby people retrieve, from emotion expressions, information about others' appraisals, which then lead to inferences about other people's mental states.
A Nasty but Effective Negotiation Strategy: Misrepresentation of a Common-Value Issue
Conflicts sometimes involve issues for which both parties want the same outcome, although frequently parties fail to recognize their shared interests. These common-value issues set the stage for a