Publication Type

Journal Article

Publication Date

12-2010

Abstract

One of the most fascinating and counterintuitive insights from negotiation theory is that differences, rather than similarities, open up opportunities for value creation (Raiffa, 2002). Because of different values, beliefs, and perspectives, parties can benefit from their complementarities. Ironically though, negotiators tend to prefer negotiating with similar others, with others they like, presumably because negotiators expect interactions to proceed more smoothly. Differences make interaction more difficult but also potentially more rewarding, if managed correctly.

Discipline

Business | Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Industrial and Organizational Psychology

Volume

3

Issue

4

First Page

445

Last Page

447

ISSN

1754-9434

Identifier

10.1111/j.1754-9434.2010.01269.x

Publisher

Cambridge University Press

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

Additional URL

https://doi.org/10.1111/j.1754-9434.2010.01269.x

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