More than a Phase: Planning, Bargaining, and Implementation in Theories of Negotiation

Abstract

Organizational scholars have systematically studied the negotiation process to guide the development of general descriptive and prescriptive theory. We examine whether these theories sufficiently address the entire process, comprising the planning, bargaining, and implementation phases. We do so by looking for patterns of measurement in many published quantitative studies. We find that the field converged upon measuring and modeling the bargaining phase using experimental methods, to the relative exclusion of other phases and methods. Theories generated by experts of specific contexts elaborate more on planning and implementation phases. To facilitate developing a truly general behavioral theory of negotiation, we identify necessary extensions and complications to organizational theories. This includes more expansive conceptualizations of key concepts such as best alternatives, the counterpart, and the value of negotiated agreement. To facilitate empirical research on the planning and implementation phases, we provide recommendations inspired by analogous work in other branches of social science.