An evaluation of dependent variables in experimental negotiation studies: Impasse rates and pareto efficiency

Tripp, Thomas M.; Sondak, Harris

doi:10.1016/0749-5978(92)90014-x

Cited by 151 publications

(132 citation statements)

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“…As indicated by differences in the quality of joint outcomes, partial impasses produce strong detrimental effects in negotiations. Hence, the present study addresses the call by Tripp and Sondak (1992) to consider impasses as an important dependent variable and to explore conditions that lead to impasses. We introduced a negotiation task with nonlinked issues allowing for partial impasses, thereby reflecting many real-world negotiations, in which nonagreements on part of the issues play a crucial role.…”

Section: Discussionmentioning

confidence: 99%

“…The respective analyses on negotiators' gender did not reveal any main or interaction effects (all Fs Ͻ 1.5). 3 We also computed Pareto efficiency scores along the lines suggested by Tripp and Sondak (1992). As these scores were strongly correlated with the number of partial impasses and joint outcomes in all three studies (r ϭ -.94 and r ϭ .93, for impasses and joint outcomes in Study 1; r ϭ -.98 and r ϭ .97, in Study 2; and r ϭ -.93 and r ϭ .89, in Study 3), these findings are not reported separately.…”

Section: Methods and Proceduresmentioning

confidence: 99%

“…epistemic motivation; De Dreu, Nijstad, & Van Knippenberg, 2008) in that it functions as a cognitive mindset that activates a directional cognitive orientation (Gollwitzer, 1990). (b) From a methodological standpoint, the present research addresses the call by Tripp and Sondak (1992) by introducing a negotiation paradigm with nonlinked issues, which allows us to systematically explore conditions that lead to partial impasses. Specifically, we propose that in addition to many real-world negotiations with interlinked issues, negotiations on nonlinked issues allowing for partial impasses should be taken into account by empirical negotiation research.…”

Section: Present Researchmentioning

confidence: 99%

“…However, as negotiators usually aim to maximize their individual profits and do not have perfect information on the underlying interests of their counterparts, they may fail to find agreements on part of the issues, even if the negotiation would have allowed for better outcomes in the case of an agreement on all issues. Tripp and Sondak (1992) suggested that researchers should consider impasse rates as an important dependent variable for two reasons: First, uniformly high impasse rates in all conditions would be diagnostic of problems in the experimental procedure. Second, and more relevant for the present research, differences in impasse rates across conditions should be considered an important finding, and psychological processes that lead to these differences should be systematically explored.…”

Section: The Role Of Impasses: Multi-issue Negotiations With Interlinmentioning

confidence: 99%

“…Although this approach may be effective to reduce the heterogeneity of variance arising from cases with impasses (e.g., Lewis & Fry, 1977;Ten Velden, Beersma, & De Dreu, 2007), valuable information on detrimental effects in negotiations is largely ignored. As has been stated by Tripp and Sondak (1992), "impasse rates across conditions may be one of the most significant findings in negotiation research," and "what leads to impasse is an important question in its own right" (p. 279).…”

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confidence: 99%

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Perspective taking as a means to overcome motivational barriers in negotiations: When putting oneself into the opponent's shoes helps to walk toward agreements.

Trötschel¹,

Hüffmeier²,

Loschelder³

et al. 2011

Journal of Personality and Social Psychology

126

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Previous negotiation research predominantly focused on psychological factors that lead to suboptimal compromises as opposed to integrative agreements. Few studies systematically analyzed factors that impact the emergence of hurtful partial impasses (i.e., nonagreements on part of the issues). The present research investigates negotiators' egoistic motivation as a determinant for the emergence of partial impasses. In addition, the authors seek to demonstrate that perspective taking serves as a powerful tool to avoid impasses and to overcome egoistic impediments. Specifically, it was predicted that within an integrative context perspective-takers succeed to exchange concessions on low-versus high-preference issues (i.e., logroll), thereby increasing their individual profits without inflicting hurtful losses upon their counterparts. Three studies were conducted to test these predictions. Study 1 reveals that whereas negotiators' egoistic motivation increases the risk of partial impasses, perspective taking alleviates this risk. Study 2 demonstrates that this beneficial effect of a perspective-taking mindset is limited to integrative negotiations and does not emerge in a distributive context, in which negotiators are constrained to achieve selfish goals by inflicting hurtful losses on their counterparts. Study 3 confirms the assumption that in an integrative context egoistic perspective-takers overcome the risk of impasses by means of logrolling. The findings of the present studies are discussed with respect to their contribution to research on negotiations, social motivation, and perspective taking.

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Section: Discussionmentioning

confidence: 99%

Section: Methods and Proceduresmentioning

confidence: 99%

Section: Present Researchmentioning

confidence: 99%

Section: The Role Of Impasses: Multi-issue Negotiations With Interlinmentioning

confidence: 99%

mentioning

confidence: 99%

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Perspective taking as a means to overcome motivational barriers in negotiations: When putting oneself into the opponent's shoes helps to walk toward agreements.

Trötschel¹,

Hüffmeier²,

Loschelder³

et al. 2011

Journal of Personality and Social Psychology

126

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P areto Optimality

Clyman

Tripp

2015

Wiley Encyclopedia of Management

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A Pareto optimal allocation is one from which it is impossible to improve any party's share without diminishing the share of another party. When allocating resources, whether through a negotiation process, political process, or simply by edict, the question arises: How do you know whether the final allocation is a “good” one? Regardless of one's philosophy, a necessary condition for “goodness” with which few people would argue is Pareto optimality. One would never want to accept a non‐Pareto optimal allocation, because such an allocation could always be improved upon for at least one party–if not for all parties – without requiring any sacrifice from any other party.

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Uncertainty enhances the preference for narcissistic leaders

Nevicka

Hoogh

Vianen

et al. 2013

Euro J Social Psych

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Narcissistic leaders present us with an interesting paradox, because they have positive as well as negative characteristics. As such, we argue that the nature of the context determines how suitable narcissists are perceived to be as leaders. Here we propose that a specific contextual factor, that is, uncertainty, increases the preference for narcissists as leaders. As an initial test of this prediction, the first study showed that narcissistic characteristics were evaluated as more desirable in a leader in an uncertain context rather than a certain context. In Studies 2 and 3, we further hypothesized and found that high narcissists are chosen as leaders more often than low narcissists, especially in uncertain (rather than certain) contexts. In all of the studies, individuals were shown to be aware of the negative features of narcissistic leaders, such as arrogance and exploitativeness, but chose them as leaders in times of uncertainty, regardless. Thus, a narcissistic leader is perceived as someone who can help reduce individual uncertainty. These results reveal the importance of contextual uncertainty in understanding the allure of narcissistic leaders. Copyright © 2013 John Wiley & Sons, Ltd.

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An evaluation of dependent variables in experimental negotiation studies: Impasse rates and pareto efficiency

Cited by 151 publications

References 34 publications

Perspective taking as a means to overcome motivational barriers in negotiations: When putting oneself into the opponent's shoes helps to walk toward agreements.

Perspective taking as a means to overcome motivational barriers in negotiations: When putting oneself into the opponent's shoes helps to walk toward agreements.

P areto Optimality

Uncertainty enhances the preference for narcissistic leaders

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