Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Why teams achieve higher negotiation profits than individuals: the mediating role of deceptive tactics

Why teams achieve higher negotiation profits than individuals: the mediating role of deceptive... PurposeThis study aims to investigate the use of deceptive negotiation tactics to explain why teams can attain higher negotiation profits than individual negotiators. The study distinguishes deception by commission (i.e. active misrepresentation of preferences) from deception by omission (i.e. passive misrepresentation of preferences).Design/methodology/approachThe sample used to test the mediation hypothesis was made up of data from two electronically mediated negotiation simulations encompassing 75 negotiation dyads with 278 participants. The methodology involved coding deceptive negotiation tactics from the log files by counting utterances related to indifference options that enabled negotiation parties to deceive.FindingsThe results show that teams do apply deceptive negotiation tactics more frequently than individual negotiators and that this behavior helps them increase their negotiation profits.Originality/valueThe findings are valuable for two reasons. First, the study included controls for other important antecedents of deceptive behavior and negotiation outcome (e.g. negotiators’ nationalities, first bids). Consequently, the empirical results underline the importance of considering team size to understand its impact on profits through the use of deceptive tactics. Second, although this study does show that deception increases negotiation profits, the absolute level of deception is rather small (on average just one deceptive statement per negotiation). http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business & Industrial Marketing Emerald Publishing

Why teams achieve higher negotiation profits than individuals: the mediating role of deceptive tactics

Loading next page...
 
/lp/emerald-publishing/why-teams-achieve-higher-negotiation-profits-than-individuals-the-cG53WFaSPI
Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0885-8624
DOI
10.1108/JBIM-10-2015-0179
Publisher site
See Article on Publisher Site

Abstract

PurposeThis study aims to investigate the use of deceptive negotiation tactics to explain why teams can attain higher negotiation profits than individual negotiators. The study distinguishes deception by commission (i.e. active misrepresentation of preferences) from deception by omission (i.e. passive misrepresentation of preferences).Design/methodology/approachThe sample used to test the mediation hypothesis was made up of data from two electronically mediated negotiation simulations encompassing 75 negotiation dyads with 278 participants. The methodology involved coding deceptive negotiation tactics from the log files by counting utterances related to indifference options that enabled negotiation parties to deceive.FindingsThe results show that teams do apply deceptive negotiation tactics more frequently than individual negotiators and that this behavior helps them increase their negotiation profits.Originality/valueThe findings are valuable for two reasons. First, the study included controls for other important antecedents of deceptive behavior and negotiation outcome (e.g. negotiators’ nationalities, first bids). Consequently, the empirical results underline the importance of considering team size to understand its impact on profits through the use of deceptive tactics. Second, although this study does show that deception increases negotiation profits, the absolute level of deception is rather small (on average just one deceptive statement per negotiation).

Journal

Journal of Business & Industrial MarketingEmerald Publishing

Published: May 2, 2017

References