The dynamic interaction of context and negotiator effects: A review and commentary on current and emerging areas in negotiation

Purpose - The purpose of this article is to review and comment on recent and emerging trends in negotiation research, and to highlight the importance of the interactions between various dimensions of negotiation. Design/methodology/ approach - Consistent with the behavioral negotiation framework, a two-level structure is maintained consisting of the contextual characteristics of negotiation, on the one hand, and the negotiators themselves, on the other. The framework is supplemented with updated research, and the influence of culture in negotiation is commented upon - noting its increasing role in negotiator cognition, motivation, attribution, and cooperation. The paper also adds new themes to reflect the recent advancements in negotiation research. In particular, it focuses on the ways in which negotiator effects can mediate and/or moderate contextual effects, as well as the ways in which contextual effects can mediate and/or moderate negotiator effects. Findings - The paper suggests that efforts to integrate the recent developments in negotiation research are necessary and that the behavioral negotiation perspective, due to its simultaneous simplicity and flexibility, is appropriate and effective for incorporating the various streams of negotiation research into a systematic framework. Critically, this framework highlights the dynamic interaction between the two levels and leaves much room for further exploration of these dynamics. Originality/value - The paper identifies emerging areas of inquiry that can be especially fruitful in helping negotiation scholars to expand more traditional approaches to conflict in bold new ways and open up innovative avenues for thinking about the domain of negotiation. The paper offers a comprehensive model that integrates various dimensions of negotiation and illustrates the interaction among them. © Emerald Group Publishing Limited.

Duke Scholars

Author Kimberly A. Wade-Benzoni Fuqua School of Business