Negotiation
Student Name
Institutional Affiliation
Tsaoussi, A., & Feidakis, A. (2009). Competitiveness, gender, and ethics in legal negotiations: some empirical evidence. International Negotiation, 14(3), 537-570.
This article discusses the role of gender legal in negotiations within competitive professions and their ethical implications. The research aimed to shed light on whether there is a significant relationship between gender and legal negotiations. The article argues that because of women’s gender socialization, they tend to be weaker negotiators than their counterparts, which makes them less effective in their pursuit of diverse bargains. According to Tsaoussi and Feidakis (2009), gender does not have a substantial impact when it comes to power and negotiation. The authors used a qualitative research design, which based their findings from a Greek setting. To arrive at a conclusion, the researchers used a survey (Questionnaire) and collected information from three groups based on occupation; therefore, a law, business, and private organization. It was found out that there was no much difference between the male and female negotiation; however, the outcomes of the process relied entirely on the individual characteristics (emotional intelligence, competitive negotiating style, and persuasion). The findings do not confirm with other resources researched, and this could be because it was based on a particular area. This forms a limitation in the study, and it can be removed by carrying out longitudinal and cross-sectional research.
Tsai, J. S., & Chi, C. S. (2009). Influences of Chinese cultural orientations and conflict management styles on construction dispute resolution strategies. Journal of Construction Engineering and Management, 135(10), 955-964.
This article investigates conflict management styles, dispute resolving strategies, and methods for resolving interpersonal conflict. The report also explores Hofstede’s cultural dimensions and how they may influence the selection of dispute resolution strategies in the construction industry. The project aimed to investigate the conflict management styles that can be applied in the construction industry to solve problems that arise between the workers and supervisors to ensure job satisfaction and organizational development. The authors majorly focused on collaboration, compromising, accommodating, avoiding, and dominating as approaches or strategies for resolving conflicts that arise at work. To arrive at their conclusion, they conducted a survey and assessed ranked peers using Kilmann Conflict Mode Instrument. It was found that some conflict management styles apply to supervisors, while others can be used on the workers (Tsai & Chi, 2009). Such adjustment of styles was found to be resulting from cultural orientation such as femininity. The number of subjects employed was minimal and only considered Taiwanese-Chinese. A cross-sectional study can help improve the results that can form the basis of generalization.
Manrai, L. A., & Manrai, A. K. (2010). The influence of culture in international business negotiations: a new conceptual framework and managerial implications. Journal of Transnational Management, 15(1), 69-100.
This article provides a conceptual framework for capturing culture’s influence in international business negotiations. The research aimed to determine whether there is cultural influence using the negotiator’s goals, inclinations, qualification, none-task activities, processes, and outcomes. The study’s scope spans sales of goods and services, distribution, purchase, advertising, and marketing, and much more. To establish the study’s findings, the authors applied the primary constructs mentioned above and based their results from other existing theories and cultural frameworks. It was found that IBN is influenced by culture because of the different currencies, consumption rates, and other intervening factors (Manrai, & Manrai, 2010). This study’s theoretical nature suggests the need to conduct a qualitative research design that aims to bring a number of representatives on board and try to find out how the six constructs influence IBN.
Warren, D. I. (1968). Power, visibility, and conformity in formal organizations. American Sociological Review, 951-970.
This article discusses the different qualitative leadership paradigms, personal power bases, and leader characteristics in formal organizations. The author was concerned with the kind of social control generated by a particular form of power. Besides, Warren needed to find out the structural conditions under which such power that makes social control is exercised. The article was based on the five power bases suggested by French and Raven. The article basically sought to establish the relationship between power, visibility, and conformity. It was found out that there was a strong relationship between attitudinal compliance, high visibility, and coercive control (Warren, 1968). Interestingly, the association varied with the visibility; thus, low visibility implied referent power. The participants were too few, so to generalize, one can conduct the study based on a large sample.
French, J., & Raven, B. (1959). The bases of social power in D Cartwright (ed) Studies in social power Ann Arbor. MI: Institute for Social Research.
The article discusses the bases of social power and whether it influences the operations of the people involved. Other works considered by French and Raven (1959) in the development of this article, suggest that there is a correlation between power and resistance. The previous studies show that when the developers of a particular system were given more or superior strength, the users appeared to depict some kind of resistance. The study applied this assumption to carry out the study. The study reviewed the usefulness of differentiating the bases of power based on the MIS context. The researchers applied a survey research design to address their hypothesis. It was found out that the respondents were indeed able to distinguish between the various power bases. Besides, the study reveals that information power was the most applied compared to legitimate, reward, and referent in that order (French & Raven, 1959). The study was based on a small sample, and being a qualitative research methodology, more subjects often bring a clear picture of the population.
Miles, E. W. (2010). Gender differences in distributive negotiation: When in the negotiation process, do the differences occur?. European Journal of Social Psychology, 40(7), 1200-1211.
The article discusses the degree of association among actual first offer, opening offer, aspiration level, counter-offer, and the final agreement reached. This was done based on gender so as to establish whether there is any significant relationship. The articles sought to find out whether gender influences negotiation. It sought to determine whether the differences that exist between men and women can be used as a basis upon which negotiation can be based on. The negotiator gender moderated the degree of association. The study found out that the hypothesis was statistically non-significant for the female gender (Miles, 2010). The actual first offer and the genuine counter offer showed gender difference, disadvantaged women. As a result, the negotiation process is a complex practice that requires standardization for gender differences.
Aafaqi, R., & Alip, R. H (2014). Supervisory Bases of Power and Attitude Change: The Role of Cultural Orientation Mahfooz A. Ansari.
The article relied much on the literature review to characterize the theory of attitude change among the workers within an organization. Aafaqi and Alip (2014) sought to establish the role of cultural orientation on the bases of power and attitude change. They were only concerned with the power taxonomy proposed by French and Raven, cross-cultural management, and leadership. The study did not consider gender in the process of testing the hypothesis. To test the theory, they conducted quantitative researches design using a sample of 194 managers. Aafaqi and Alip (2014) implemented a 7*2! Design to determine the effectiveness (commitment and compliance) and the bases of power taxonomy (legitimate, information, connection, expert, coercion, and referent). It was found that cultural orientation plays a critical role in social power effectiveness (Aafaqi & Alip, 2014). As such, the power profile has much to do with the degree of cultural orientation.
Dobrijević, G. (2014). The effect of gender on negotiation behavior. The European Journal of Applied Economics, 11(1), 43-52.
The article argues that since men and women have different roles in society, then there should be differences depicted in the negotiation behavior. According to Dobrijević (2014), the success of men and women in the negotiation process is dependent on the style or approach used. As such, the type of negotiation and gender stereotypes affects gender negotiation behavior. The article rode on the assumption that women are more cooperative while men are competitive and aggressive. The study was construed in the Serbian setting. It was found out that even though women are sensitive to age and gender, they are less sincere and only focus on what interests them (Dobrijević, 2014). The results imply that the need to be strong influences the negotiation behavior of the female. The study was carried out within a confined setting, and such a limitation can be removed by focusing on a larger sample.
Ome, B. N. (2013). Personality and gender differences in preference for conflict resolution styles. Gender and Behaviour, 11(2), 5512-5524.
The study discusses the relationship between personality and gender in relation to conflict resolution approaches. The study considered a cross-sectional survey and a linear regression analysis to determine whether there was a correlation between personality and gender in conflict management. The five styles used were openness, negotiation, conscientiousness, arbitration, and agreeableness. It was found out that there was a significant relationship between negotiation and honesty. Besides, the study acknowledged that mediation, arbitration, and agreeableness settled disputes amicably (Ome, 2013). However, agreeableness and threat showed a negative relationship. The research established that when people are open, agreeable, and conscientious, the negotiation process is effective and results in more conflict resolution.
Wood, S. (1999). Human resource management and performance. International journal of management reviews, 1(4), 367-413.
The article discusses the influence of management and administration styles on work performances. The study assumed that the best-practices and high octane management system could guarantee improved performance. The paper reviews the spate of research that tries to test whether high-involvement management results in improved performance. Therefore, the study majorly focused on analyzing the existing literature to test its hypothesis. It was found that there were conceptual differences, and the results vary across the number of studies considered. Besides, despite many studies supporting the hypothesis, as mentioned above, most of the evidence did not support the claim. Hence, it is premature to conclude that high-involvement management results in improved performance (Wood, 1999). The study was purely based on existing work, and hence, there is a need to conduct qualitative or quantitative research to test this hypothesis.
References
Aafaqi, R., & Alip, R. H. (2014) Supervisory Bases of Power and Attitude Change: The Role of Cultural Orientation Mahfooz A. Ansari.
French, J., & Raven, B. (1959). The bases of social power in D Cartwright (ed) Studies in social power Ann Arbor. MI: Institute for Social Research.
Manrai, L. A., & Manrai, A. K. (2010). The influence of culture in international business negotiations: a new conceptual framework and managerial implications. Journal of Transnational Management, 15(1), 69-100.
Miles, E. W. (2010). Gender differences in distributive negotiation: When in the negotiation process, do the differences occur?. European Journal of Social Psychology, 40(7), 1200-1211.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2015). Human resource management. Instructor, 2015.
Ome, B. N. (2013). Personality and gender differences in preference for conflict resolution styles. Gender and Behaviour, 11(2), 5512-5524.
Raven, B. H. (1993). The bases of power: Origins and recent developments. Journal of social issues, 49(4), 227-251.
Tsai, J. S., & Chi, C. S. (2009). Influences of Chinese cultural orientations and conflict management styles on construction dispute resolution strategies. Journal of Construction Engineering and Management, 135(10), 955-964.
Tsaoussi, A., & Feidakis, A. (2009). Competitiveness, gender, and ethics in legal negotiations: some empirical evidence. International Negotiation, 14(3), 537-570.
Warren, D. I. (1968). Power, visibility, and conformity in formal organizations. American Sociological Review, 951-970.