Should I Negotiate
Julia A. M. Reif & Felix C. Brodbeck
What the paper says
We qualitatively investigated why employees initiated negotiations with their supervisors to elaborate a theoretical model of negotiation initiation in organizational contexts. Consistent with the model, employees initiated negotiations when they felt negative discrepancy and negative affect and when they believed the negotiation issue had a high valence, the benefits outweighed costs, and their probability of being able to successfully initiate and complete the negotiation was high. Employees did not initiate negotiations if they did not perceive negative discrepancies or negative affect, or if the activating effects of negative discrepancy and negative affect were buffered by negative instrumentality,no expectancy, or low valence. The qualitative results led the model to be systematically extended to a transactional model which includes social,contextual, and intraindividual influences on employees’ decisions about whether to negotiate (or not), showing how the negotiation partner, negotiation situation, and negotiators’ states and dispositions influence cognitive-motivational antecedents of negotiation initiation.
Evidence weight
Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40
| F · citation impact | 0.00 × 0.4 = 0.00 |
| M · momentum | 0.20 × 0.15 = 0.03 |
| V · venue signal | 0.50 × 0.05 = 0.03 |
| R · text relevance † | 0.50 × 0.4 = 0.20 |
† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.