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Predicting willingness to negotiate:...

The University of Wisconsin - Madison.

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Predicting willingness to negotiate: The effects of perceived power and trustworthiness in a model of strategic communication.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Predicting willingness to negotiate: The effects of perceived power and trustworthiness in a model of strategic communication./
作者:	Christen, Cindy Therese.
面頁冊數:	199 p.
附註:	Source: Dissertation Abstracts International, Volume: 62-04, Section: A, page: 1270.
Contained By:	Dissertation Abstracts International62-04A.
標題:	Psychology, Industrial. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3012471
ISBN:	9780493228655

Predicting willingness to negotiate: The effects of perceived power and trustworthiness in a model of strategic communication.
Christen, Cindy Therese.

Predicting willingness to negotiate: The effects of perceived power and trustworthiness in a model of strategic communication. - 199 p.

Source: Dissertation Abstracts International, Volume: 62-04, Section: A, page: 1270.

Thesis (Ph.D.)--The University of Wisconsin - Madison, 2000.

This study tests several propositions regarding the effects of perceived power, relative power and trustworthiness on the willingness of organizations and external interest groups to consider negotiated solutions to conflicts. Social exchange theory predicts a negative relationship, while bilateral deterrence theory predicts a curvilinear relationship, between perceived power or relative power and willingness to negotiate. Research on trust and trustworthiness suggests that the perceived trustworthiness of an external group will be positively related to willingness to negotiate with that group. Discrepancies in perceptions of power, relative power, trustworthiness and willingness to negotiate are identified using a coorientational approach, and the value of coorientational variables as predictors of willingness to negotiate is explored.

ISBN: 9780493228655Subjects--Topical Terms:

520063
Psychology, Industrial.

Predicting willingness to negotiate: The effects of perceived power and trustworthiness in a model of strategic communication.
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245 1 0 $a Predicting willingness to negotiate: The effects of perceived power and trustworthiness in a model of strategic communication.
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500 $a Source: Dissertation Abstracts International, Volume: 62-04, Section: A, page: 1270.
500 $a Supervisor: Garrett J. O'Keefe, Jr.
502 $a Thesis (Ph.D.)--The University of Wisconsin - Madison, 2000.
520 $a This study tests several propositions regarding the effects of perceived power, relative power and trustworthiness on the willingness of organizations and external interest groups to consider negotiated solutions to conflicts. Social exchange theory predicts a negative relationship, while bilateral deterrence theory predicts a curvilinear relationship, between perceived power or relative power and willingness to negotiate. Research on trust and trustworthiness suggests that the perceived trustworthiness of an external group will be positively related to willingness to negotiate with that group. Discrepancies in perceptions of power, relative power, trustworthiness and willingness to negotiate are identified using a coorientational approach, and the value of coorientational variables as predictors of willingness to negotiate is explored.
520 $a Hypotheses were examined in an experimental setting in which 199 students at the University of Wisconsin-Madison were randomly assigned to represent one of four groups involved in a recreation management conflict. Stimulus materials were patterned after negotiation exercises developed by the Program on Negotiation at Harvard Law School, with group profiles manipulated to reflect high or low power and trustworthiness. After familiarizing themselves with public and private information about the dispute, subjects shared their perceptions of the various groups by completing a questionnaire. To assess perceptions of willingness to negotiate, a seven-item index was constructed.
520 $a Results largely supported the prediction of a positive relationship between the perceived trustworthiness of an external group and an organization's willingness to negotiate with that group. For most groups, the perceived trustworthiness of external groups remained a strong predictor of willingness to negotiate when the influence of perceived power or relative power was taken into account. However, own perceived trustworthiness predicted willingness to negotiate when power was low and trustworthiness was high. Results also suggested that linear and curvilinear relationships existed between perceived power and willingness to negotiate. When the organization and external group were equal in power, the perceived power of the external group tended to have stronger effects on willingness to negotiate; when the organization was more powerful than the external group, an organization's perceptions of its own power exerted greater influence. There was greater agreement among perceptions of the power and trustworthiness of high-power groups, and perceptions of the willingness to negotiate of high-power groups were more accurate. However, analysis revealed little evidence of a positive association between coorientational agreement and accuracy.
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