Suchergebnisse

Purpose
This study aims to identify effective behaviors in labor-management negotiation (LMN) and, on that basis, derive overarching psychological principles of successful negotiation in this important context. These empirical findings are used to develop and test a comprehensive negotiation training program.


Design/methodology/approach
Twenty-seven practitioners from one of the world's largest labor unions were interviewed to identify the requirements of effective LMN, resulting in 796 descriptions of single behaviors from 41 negotiation cases.


Findings
The analyses revealed 13 categories of behaviors critical to negotiation success. The findings highlight the pivotal role of the union negotiator by illustrating how they lead the negotiations with the other party while also ensuring that their own team and the workforce stand united. To provide guidance for effective LMN, six psychological principles were derived from these behavioral categories. The paper describes a six-day training program developed for LMN based on the empirical findings of this study and the related six principles.


Originality/value
This paper has three unique features: first, it examines the requirements for effective LMN based on a systematic needs assessment. Second, by teaching not only knowledge and skills but also general psychological principles of successful negotiation, the training intervention is aimed at promoting long-term behavioral change. Third, the research presents a comprehensive and empirically-based training program for LMN.

PurposeThis paper aims to review and synthesize the existing literature related to negotiation complexity and provides an integrative model to systematically identify and examine factors contributing to negotiation complexity and how they affect negotiating parties' behaviors and economic and subjective outcomes.Design/methodology/approachThe approach was to combine relevant literature from negotiation in general and from negotiation complexity in particular and to develop and support an integrative model of complexity in real-world negotiations.FindingsThe literature on negotiation complexity and previous analytical frameworks are reviewed from a cross-disciplinary perspective. Based on the integrative review, an integrative model of negotiation complexity is proposed for identifying important complexity contributory factors. Six contributory factors are distinguished based on the three negotiation components – negotiation task, dynamic variables of negotiators and negotiation context. Their effects on negotiation complexity are examined and discussed with respect to four complexity dimensions (i.e. informational and computational, procedural, social and strategic dimensions). Finally, the effects of negotiation complexity on parties' behaviors and outcomes are examined based on previous theoretical and empirical research and practical tools for managing negotiation complexity are delineated.Originality/valueThe integrative review and conceptualization of negotiation complexity are helpful for gaining a better understanding of negotiation complexity and its management in various real-world domains.

Abstract. Young researchers of today will shape the field in the future. In light of current debates about social psychology's research culture, this exploratory survey assessed early-career researchers' beliefs (N = 88) about the prevalence of questionable research practices (QRPs), potential causes, and open science as a possible solution. While there was relative consensus that outright fraud is an exception, a majority of participants believed that some QRPs are moderately to highly prevalent what they attributed primarily to academic incentive structures. A majority of participants felt that open science is necessary to improve research practice. They indicated to consider some open science recommendations in the future, but they also indicated some reluctance. Limitation and implications of these findings are discussed.

Transformative and mutually beneficial solutions require decision-makers to reconcile present- and future interests (i.e., intrapersonal conflicts over time) and to align them with those of other decision-makers (i.e., interpersonal conflicts between people). Despite the natural co-occurrence of intrapersonal and interpersonal conflicts in the transformation toward sustainability, both types of conflicts have been studied predominantly in isolation. In this conceptual article, we breathe new life into the traditional dialog between individual decision-making and negotiation research and address critical psychological barriers to the transformation toward sustainability. In particular, we argue that research on intrapersonal and interpersonal conflicts should be tightly integrated to provide a richer understanding of the interplay between these conflicts. We propose a novel, unifying framework of interdependent conflicts that systematically structures this interplay, and we analyze how complex interdependencies between the social (i.e., conflict between decision-makers) and temporal (i.e., conflict within a decision-maker) dimensions pose fundamental psychological barriers to mutually beneficial solutions. Since challenges to conflict resolution in the transformation toward sustainability emerge not only between individual decision-makers but also frequently between groups of decision-makers, we scale the framework up to the level of social groups and thereby provide an interdependent-conflicts perspective on the interplay between intra- and intergenerational conflicts. Overall, we propose simple, testable propositions, identify intervention approaches, and apply them to transition management. By analyzing the challenges faced by negotiating parties during interdependent conflicts and highlighting potential intervention approaches, we contribute to the transformation toward sustainability. Finally, we discuss implications of the framework and point to avenues for future research.