On the Role of Personality, Cognitive Ability, and Emotional Intelligence in Predicting Negotiation Outcomes: A Meta-Analysis

Sharma, Sudeep; Bottom, William P.; Elfenbein, Hillary Anger

doi:10.2139/ssrn.2282251

Cited by 38 publications

(117 citation statements)

References 164 publications

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“…The issues raised in this article have not been the topic of much empirical research so far, especially in literature from the field of negotiation. From our knowledge of the literature, negotiation as a field appears to be mostly concerned with what happens at and around the discussion table (levels I and II of the model), with little or indirect consideration for broader organizational issues surrounding negotiations (Caputo, ; Sharma et al., ; Thompson et al., ). One may explain this by the gap in perspective and methodology between the traditional, micro‐organizational behavior approach, and the more macro‐organizational‐level stance adopted by strategy researchers (Stimec, ).…”

Section: An Agenda For Future Researchmentioning

confidence: 99%

“…Most of the literature on negotiation focuses on how individuals negotiate from a behavioral and/or a strategic perspective (e.g., Caputo, ; Sharma, Bottom, & Elfenbein, ; Thompson, Wang, & Gunia, ). Hence, the heart of the field of negotiation lies in organizational behavior and focuses on how negotiators navigate their environment through the management of their interpersonal relationships (Lewicki, Saunders, & Barry, ).…”

Section: Introductionmentioning

confidence: 99%

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Approaching Negotiation at the Organizational Level

Borbely

Caputo

2017

Negotiation Conflict Man Res

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How can an organization improve its negotiation skills? The following article aims to answer this question by investigating how, and why, an organization's negotiation capability should be developed. We propose a four‐level Organizational Model of Negotiation (OMoN), in which the individual level (I) concerns how people interact at the negotiation table; the linkages level (II) concerns how different negotiations impact one another; the infrastructure level (III) concerns how an organization may organize its negotiation functions; and finally, the capability level (IV) concerns how negotiation can be the source of competitive advantage. Our framework opens the path for developing the understanding of this issue by presenting teaching resources and identifying a possible theoretical underpinning. The article also presents a broad research agenda, which offers the basis for future studies to integrate concepts from different fields of research, such as from the management and strategy literature, into the field of negotiation.

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Section: An Agenda For Future Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Approaching Negotiation at the Organizational Level

Borbely

Caputo

2017

Negotiation Conflict Man Res

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“…By enabling negotiators to persist in the face of obstacles, a growth mindset boosted performance. Comprehensive examinations of personality as a predictor of negotiation performance (Elfenbein, 2015;Sharma, Bottom, & Elfenbein, 2013) found that implicit negotiation theories emerge as one of the few robust predictors of performance.…”

Section: Adopt Growth Mindsetsmentioning

confidence: 99%

A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

Kennedy

Kray

2015

Research in Organizational Behavior

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Within a framework of inequality the existence of conflict is denied and the means to engage openly in conflict are excluded. -Jean Baker Miller, M. D. The New Psychology of WomenWomen in organizations are succeeding to a lesser degree than men. Women still hold only 5% of CEO positions (Catalyst, 2015), 19% of Board Directorships (Catalyst, 2015 and are estimated to earn only $0.82 for every dollar paid to men (Hegewisch, Ellis, & Hartmann, 2015). When women are under-represented in high status positions, it becomes more difficult for other women to succeed in the organization (Ibarra, 1992(Ibarra, , 1993Kanter, 1977). The female gender group is seen more negatively in firms with fewer senior women (Ely, 1994) and women's skills go unrecognized (Joshi, 2014) 1 .Despite similar career aspirations, the trajectories of high-achieving men and women in MBA programs vary in important ways. A recent survey of Harvard Business School alumni showed that women were less likely than men to hold senior management positions, less likely to Women's relatively worse performance in negotiation is often cited as an explanation for gender differences in advancement and pay within organizations. We review key findings from the past twenty years of research on gender differences in negotiation. Women do underperform relative to men in negotiation, but only under limited circumstances, which means the performance gap is unlikely due to lesser skills on their part. The barriers between women and negotiation excellence are of three types: cognitive, motivational, and paradigmatic. Cognitive barriers stem from negative stereotypes about women's negotiating abilities. Motivational barriers stem from desire to prevent women negotiators from excelling in a masculine domain. Paradigmatic barriers stem from how negotiation is currently studied. We call for greater attention to motivational barriers and for changes to the negotiation paradigm. Women negotiators are not incompetent, and training them to negotiate more like men is not obviously the solution. In fact, women have greater concern for others than men do, and their cooperativeness elevates collective intelligence and enables ethical behavior. Under a new paradigm of negotiation, the value of these strengths could become more readily apparent. In particular, we advocate for greater attention to long-term relationships, subjective value, and relational capital, all of which may have important economic implications in real world negotiations. ß

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“…In this process, they must have a clear understanding of the movements and routines of their opponents and themselves (Patterson, Lenartowicz, Berkman et al, 2016). In the sport training process of taekwondo athletes, the coach team will train the athletes' psychological activities consciously, purposefully and systematically, and exert positive influence in the training process to create positive emotion for taekwondo athletes, so that athletes can effectively regulate or control their psychological emotion during the course of the competition (Sharma, Bottom, & Elfenbein, 2013;Ahn, Kim, Hwang et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

Influence of Psychological Emotions on Cognitive Capacity of Taekwondo Athletes

2020

RACP

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Taekwondo helps to strength health and cultivate moral character. However, taekwondo athletes have different emotional states under competitive pressure, which may affect their cognitive capacity. Drawing on the theories of sports psychological emotion, this paper explores the psychological emotion of taekwondo athletes, and discusses how different psychological emotions affect the cognitive capacity of these athletes. Professional taekwondo athletes in Henan and Shandong were randomly sampled for a questionnaire survey, using a five-point scale. The survey results were subjected to detailed statistical analysis. The results show that taekwondo athletes produce negative psychology emotions under competitive pressure, such as anxiety, hostility and fear; positive emotion promotes the cognitive capacity of taekwondo athletes; positive and negative emotions differ greatly in their impacts on the cognitive capacity of taekwondo athletes. The research results lay the theoretical basis for the scientific training of taekwondo athletes.

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On the Role of Personality, Cognitive Ability, and Emotional Intelligence in Predicting Negotiation Outcomes: A Meta-Analysis

Cited by 38 publications

References 164 publications

Approaching Negotiation at the Organizational Level

Approaching Negotiation at the Organizational Level

A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

Influence of Psychological Emotions on Cognitive Capacity of Taekwondo Athletes

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