Being Tough or Being Nice?

Joachim Hüffmeier, University of Münster, Philipp Alexander Freund, Leuphana University Lüneburg, Alfred Zerres, Klaus Backhaus and Guido Hertel, all of University of Münster, published “Being Tough or Being Nice? A Meta-Analysis on the Impact of Hard- and Softline Strategies in Distributive Negotiations” on December 12th, 2011 in the Journal of Management. To view other OnlineFirst articles, please click here.

The abstract:

A meta-analysis (34 studies) is reported on the impact of hard- and softline bargaining strategies on economic (135 effect sizes) and socioemotional negotiation outcomes (30 effect sizes) in distributive negotiations. As expected, hardline strategies lead to higher economic outcomes, whereas softline strategies lead to higher socioemotional outcomes. Moreover, moderator variables are derived from the graduated reciprocation in tension-reduction model and the level of aspiration theory that are expected to qualify the relation of bargaining strategies and achieved economic outcomes. In accordance with this theoretical background, moderator analyses reveal that hardline negotiators gain the highest economic outcomes when visual contact is possible, when the opposing party is male, when negotiators are instructed to maximize individual outcomes, and when they know the bargaining zone. Also in line with the theoretical assumptions, softline negotiators gain the highest economic outcomes when they accurately reciprocate the opposing party’s concessionary behavior. Contrary to the predictions, softline bargaining does, however, not prevail when the risk and cost of impasses are high. Based on the reported findings, needs for future research and theory building are identified and discussed.

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This entry was posted in Management Theory and tagged , , , , , by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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