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Integrative bargaining: Does gender make a difference?

Publication ,  Journal Article
Calhoun, PS; Smith, WP
Published in: International Journal of Conflict Management
January 1, 1999

The current study examined the effects of gender and motivation on negotiation strategy and outcome. It was hypothesized that findings suggesting that women obtain lower joint outcomes from integrative bargaining than men may result from women, but not men, entering negotiation settings with a high level of concern for the other's outcomes. Drawing on the dual concern model of Pruitt and his colleagues, it was predicted that situationally induced high self-concern would result in high joint outcomes for female dyads - as high as those for male dyads under any conditions. Male dyads were expected to require situationally-induced self- and other-concern to reach optimal joint outcomes. Where there was no situationally induced concern for either self or other, male dyads were expected to obtain higher joint outcomes than female dyads. Results from dyads bargaining in a laboratory setting were generally supportive of predictions, except that men tended to do well but for where other-concern alone had been situationally induced. Discrepant findings are discussed in terms of the generally low level of antagonism present in these dyads.

Duke Scholars

Published In

International Journal of Conflict Management

DOI

ISSN

1044-4068

Publication Date

January 1, 1999

Volume

10

Issue

3

Start / End Page

203 / 224

Related Subject Headings

  • Strategic, Defence & Security Studies
  • 5205 Social and personality psychology
  • 3507 Strategy, management and organisational behaviour
  • 3505 Human resources and industrial relations
  • 1801 Law
  • 1701 Psychology
  • 1503 Business and Management
 

Citation

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Calhoun, P. S., & Smith, W. P. (1999). Integrative bargaining: Does gender make a difference? International Journal of Conflict Management, 10(3), 203–224. https://doi.org/10.1108/eb022824
Calhoun, P. S., and W. P. Smith. “Integrative bargaining: Does gender make a difference?International Journal of Conflict Management 10, no. 3 (January 1, 1999): 203–24. https://doi.org/10.1108/eb022824.
Calhoun PS, Smith WP. Integrative bargaining: Does gender make a difference? International Journal of Conflict Management. 1999 Jan 1;10(3):203–24.
Calhoun, P. S., and W. P. Smith. “Integrative bargaining: Does gender make a difference?International Journal of Conflict Management, vol. 10, no. 3, Jan. 1999, pp. 203–24. Scopus, doi:10.1108/eb022824.
Calhoun PS, Smith WP. Integrative bargaining: Does gender make a difference? International Journal of Conflict Management. 1999 Jan 1;10(3):203–224.
Journal cover image

Published In

International Journal of Conflict Management

DOI

ISSN

1044-4068

Publication Date

January 1, 1999

Volume

10

Issue

3

Start / End Page

203 / 224

Related Subject Headings

  • Strategic, Defence & Security Studies
  • 5205 Social and personality psychology
  • 3507 Strategy, management and organisational behaviour
  • 3505 Human resources and industrial relations
  • 1801 Law
  • 1701 Psychology
  • 1503 Business and Management