Abstract
This laboratory study investigated how negotiators respond to the awareness of losing and gaining power by analyzing negotiation outcome implications in response to the power transition, power transition awareness, and trust. It utilized a simulated negotiation between a manufacturer and a supplier that both, either, or neither parties were made aware of the power transition. The findings revealed that: a) with trust, joint gain was maximized when negotiators were symmetrically aware of the power transition; b) with trust, joint gain was higher when the power gainer was asymmetrically aware of the power transition than when the power loser was asymmetrically aware; c) even without trust, joint gain was maximized when negotiators were symmetrically aware of the power transition; d) trust had an effect in all awareness combinations in forming joint outcomes; and e) without trust, the power loser maximally used its power when the power loser was asymmetrically aware of the power transition.
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