Article

“Should I Negotiate?” A Model of Negotiation Initiation Considering Psychological Person-Environment Transactions

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Abstract

We qualitativelyinvestigated why employees initiated negotiations with their supervisors toelaborate a theoretical model of negotiation initiation in organizationalcontexts. Consistent with the model, employees initiated negotiations when theyfelt negative discrepancy and negative affect and when they believed thenegotiation issue had a high valence, the benefits outweighed costs, and theirprobability of being able to successfully initiate and complete the negotiationwas high. Employees did not initiate negotiations if they did not perceivenegative discrepancies or negative affect, or if the activating effects ofnegative discrepancy and negative affect were buffered by negative instrumentality,no expectancy, or low valence. The qualitative results led the model to besystematically extended to a transactional model which includes social,contextual, and intraindividual influences on employees’ decisions aboutwhether to negotiate (or not), showing how the negotiation partner, negotiationsituation, and negotiators’ states and dispositions influencecognitive-motivational antecedents of negotiation initiation.

How to Cite:

Reif, J. A. & Brodbeck, F. C., (2021) ““Should I Negotiate?” A Model of Negotiation Initiation Considering Psychological Person-Environment Transactions”, Negotiation and Conflict Management Research 15(2). doi: https://doi.org/10.34891/rfmh-r747