Abstract
This study examines the relationships between negotiators' attitudes toward competitive and unethical tactics, their actual use of those tactics, and their subsequent perceptions of performance and reputation in two‐party, e‐mail‐based negotiations. The results indicate several predictors of competitive‐unethical behavior, including a negotiator's attitude toward competitive‐unethical tactics, early use of competitive‐unethical tactics, and the behavior of a negotiating counterpart. Furthermore, it was the perceived honesty of one's counterpart rather than the actual use of competitive‐unethical behaviors that was associated with a negotiator's perceptions of the collective or joint outcome. The implications of these findings are discussed, along with suggestions for future research.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have