Abstract
We used structure-mapping theory (Gentner, 1983) to study learning in negotiation teams. We instructed some teams to compare two training cases and identify a key negotiation principle; other teams were given the same two cases to study and analyze separately. Teams who compared the two cases during the training period were more likely to transfer a key value-added strategy to a novel face-to-face, two-party negotiation situation than were teams who analyzed the same two cases separately. In fact, analyzing cases separately was no better than no training at all. Teams of negotiators showed comparable levels of knowledge transfer to solo negotiators.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
