The authors gratefully acknowledge the research assistance of Rhetta Stand ifer and research funding from the Ponder Fund at the University of Missouri-Columbia.
An Evaluation of Two Mediation Techniques, Negotiator Power, and Culture in Negotiation1
Article first published online: 31 JUL 2006
Journal of Applied Social Psychology
Volume 31, Issue 5, pages 951–980, May 2001
How to Cite
Arunachalam, V., Lytle, A. and Wall, J. A. (2001), An Evaluation of Two Mediation Techniques, Negotiator Power, and Culture in Negotiation. Journal of Applied Social Psychology, 31: 951–980. doi: 10.1111/j.1559-1816.2001.tb02657.x
- Issue published online: 31 JUL 2006
- Article first published online: 31 JUL 2006
This study examines the effects of 4 factors in a mediated transfer-pricing negotiation: (a) the mediator's suggestion that negotiators have concern for the other (opposing) negotiator; (b) the mediator's proposal of moderate goals; (c) negotiator power; and (d) culture. In the simulated negotiations that were mediated by a corporate official, participants were 374 subjects from Hong Kong and the United States. Negotiators obtained lower joint outcomes when urged by the mediator to show concern for the other than when not given this admonition. When the mediator proposed moderate (vs. high) goals, the negotiators received lower joint outcomes but had a higher opinion of the mediator. While we expected negotiator power (equal vs. unequal) to interact with suggested concern for the other, it did so only for the negotiators' individual outcomes. Finally, culture produced a main effect: Hong Kong negotiators obtained higher joint outcomes than did their U. S. counterparts.