Breaking the Bonds of Reciprocity in Negotiations

Brett, Jeanne M.; Shapiro, Debra L.; Lytle, Anne L.

doi:10.5465/257081

Cited by 96 publications

(160 citation statements)

References 19 publications

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“…Research suggests that these elements of interpersonal justice also apply in a dispute resolution process. Open direct discussion can induce reciprocity among disputing parties (Brett, Shapiro, & Lytle, 1998), so that they search for more information and an understanding about opposing views and incorporate elements of that position into their own (Tjosvold & 266 Review of Public Personnel Administration 32 (3) Johnson, 1978). In turn, this can promote efficient and integrative resolutions that benefit both supervisors and employees (Tjosvold, Morishima, & Belsheim, 1999).…”

Section: Disputant-disputant Interpersonal Justicementioning

confidence: 99%

Employees, Supervisors, and Workplace Mediation

Nesbit

Nabatchi

Bingham

2012

Review of Public Personnel Administration

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This study explores the experience of disputant-disputant interpersonal justice in workplace mediation in a public organization. The results show that there are significant differences between employees' and supervisors' experiences of disputant-disputant interpersonal justice. Moreover, the results indicate that the quality of participants' interactions in mediation is significantly related to the quality of the mediated outcome in terms of settlement or case resolution. When disputants experience interpersonal justice with each other during mediation, they are more likely to reach a full resolution to the dispute. When disputants corroborate each other's reports of their own behaviors during mediation, they are also more likely to achieve settlement of the mediation. Disputants who received an apology from the other party were more likely to report a settlement to the dispute. In sum, this field test supports the theory of disputant-disputant interpersonal justice and provides evidence that it is an important element in the mediated resolution of a workplace dispute.

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Section: Disputant-disputant Interpersonal Justicementioning

confidence: 99%

Employees, Supervisors, and Workplace Mediation

Nesbit

Nabatchi

Bingham

2012

Review of Public Personnel Administration

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“…In most studies of conflict style (e.g., Van de Vliert et al, 1995;Brett, Shapiro, & Lytle, 1998) the primary focus has been on specific dispute resolution episodes. We suggest, however, that the impact of conflict styles may be more long-lasting and pervasive.…”

Section: Effects Of Style On Personal Environmentmentioning

confidence: 99%

“…Also, some dominating may serve as a useful complement to integrating (Brett et al, 1998;Van de Vliert et al, 1995). Nonetheless, for complex problems with the potential for joint gain (the type seen most often in intraorganizational conflicts) an integrative approach should produce greater understanding of each party's true interests, make it more likely that an acceptable solution is found, and ensure higher level of joint value.…”

Section: Integratingmentioning

confidence: 99%

What Goes Around Comes Around: The Impact of Personal Conflict Style on Work Conflict and Stress

Friedman

Tidd

Currall

et al. 2000

International Journal of Conflict Management

384

331

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

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“…We argue that the directness and oppositional intensity of the sender's conflict expression are key dimensions of expression that influence how a receiver perceives and reacts to the conflict message, and the nature of subsequent conflict spirals (Brett, Shapiro, & Lytle, 1998). Directness in our theoretical approach relates to the explicitness of the opposing positions being conveyed and oppositional intensity refers to the degree of force with which opposition is conveyed.…”

mentioning

confidence: 99%

The Directness and Oppositional Intensity of Conflict Expression

Weingart

Behfar

Bendersky

et al. 2015

AMR

132

133

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Conflicts in the workplace have been characterized by their type (task, process, relationship), but little attention has been paid to how conflicts are expressed. We present a conceptual framework of conflict expression and argue that understanding how conflicts are expressed can help us gain new insights about the effects of conflict. We propose that conflict expressions vary in their directness and oppositional intensity, and these differences directly influence how people experience and react to conflict, resulting in dynamic escalatory or de-escalatory conflict spirals.We argue that directness of conflict expression is a function of the ambiguity of expression and who is involved (antagonists vs. involving other people). Oppositional intensity of conflict expression is indicated by the communicated entrenchment in positions and subversiveness of actions. We argue that while oppositional intensity and directness are universal dimensions characterizing conflict expression, the cultural context and characteristics of the disputants will influence how conflict is expressed and perceived. We consider the implications of our conceptual framework for related literatures examining conflict.

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Breaking the Bonds of Reciprocity in Negotiations

Cited by 96 publications

References 19 publications

Employees, Supervisors, and Workplace Mediation

Employees, Supervisors, and Workplace Mediation

What Goes Around Comes Around: The Impact of Personal Conflict Style on Work Conflict and Stress

The Directness and Oppositional Intensity of Conflict Expression

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