Publication Type
Journal Article
Version
acceptedVersion
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
Citation
REB, Jochen.
Integrating IOOB and JDM through Process-Oriented Research. (2010). Industrial and Organizational Psychology. 3, (4), 445-447.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/4366
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1111/j.1754-9434.2010.01269.x