Conflict Management CM

From Alicia Utecht: New issue of NCMR

  • 1.  From Alicia Utecht: New issue of NCMR

    Posted 11-14-2020 13:56
    Dear colleagues,

    I am passing along a message from Alicia Utecht and Qi Wang with the latest table of contents for NCMR.



    This issue was published in November 2020 and is available at
    Reif, J.A.M., Kugler, K.G., & Brodbeck, F.C. (2020). Why are women less likely to negotiate? The influence of expectancy considerations and contextual framing on gender differences in the initiation of negotiation. Negotiation and Conflict Management Research, 13(4), 304-325.
    Abstract: According to social role theory, women are less likely to initiate negotiations and have lower expectancies about negotiation success because the feminine gender role is inconsistent with the negotiator role. However, gender differences should be amplified in masculine contexts (with even more inconsistency between the negotiator role and the feminine gender role) and reduced in feminine contexts (with more consistency between the negotiator role and the feminine gender role). We showed in Study 1 (N = 1,306 students) that negotiators' expectancies about being successful in negotiations mediated the effect of gender on real retrospective negotiation behavior. In Study 2, an online scenario experiment (N = 167 students and employees), we found that the framing of the negotiation context (feminine vs. masculine) moderated the mediation effect. We provide implications for theory, practice, and research methods by unearthing mechanisms and moderators of gender differences in the area of negotiations.
    Hample, D., & Hample, J.M. (2020). There is no away: Where do people go when they avoid an interpersonal conflict? Negotiation and Conflict Management Research, 13(4), 304-325.
    Abstract: When people avoid conflict, there is no "away." Where do they go physically or mentally? Both engaging and avoiding have a push and a pull. If we knew where avoiders go, we could study the pull of avoidance. This is a descriptive study (N = 446) of interpersonal conflict. We found that physical and mental avoidance appeared with similar frequency, and that they could occur in combination. People often recognized their need for avoidance early, based on the topic being familiar or various signals of trouble. Avoidance during the conflict could be physical or mental, but notably involved false agreement or topic manipulation. The possibility of violence (physical, verbal, or emotional) was often relevant. Relationship worries frequently motivated the avoidance. After the avoidance rumination was common, often centering on what we called "festering anger."
    Amit, A. (2020). Value from control: Subjective valuations of negotiations by principals and agents. Negotiation and Conflict Management Research, 13(4), 326-342.
    Abstract: The use of agents in negotiations is ubiquitous. Little is known, however, about the divergent psychological experiences of agents and principals in negotiations and their potential downstream consequences. The current research investigated how one's role in a negotiation (as a principal or an agent) affects feelings of control, and how these feelings determine subjective value. In Studies 1 and 2, participants were randomly assigned to role-play principals or agents in deal-making negotiations. In both studies, agents reported feeling more control than principals, and control positively predicted the subjective value derived from the negotiation. In Studies 3 and 4, experimentally enhancing feelings of control influenced subjective value for principals. These findings point to the potential psychological costs of using agents. The findings advance research on subjective value in negotiations and highlight the critical role of control in principal–agent relationships.
    Tjosvold, D., Druckman, D., Johnson, R.T., Smith, K.A., & Roseth, C. (2020). Valuing cooperation and constructive controversy: A tribute to David W. Johnson. Negotiation and Conflict Management Research, 13(4), 343-362.
    Abstract: The International Association of Conflict Management awarded David Johnson the Jeffrey Rubin Theory-to-Practice Award for professional achievement in 2010. To extend this recognition of David, Negotiation and Conflict Management Research invited us to publish this tribute. We begin with Dean Tjosvold's discussion of David's career. Daniel Druckman describes David's research on constructive controversy and team performance. Roger Johnson outlines how David and he laid the foundations of cooperative learning. Karl Smith describes the development of intellectual disagreement to promote decision-making. Cary Roseth shows the persistence and skill needed for David's meta-analyses on the effects of cooperation and competition on learning. Finally, David responds to three questions developed by the contributors.
    If you have any questions or concerns, please feel free to reach out to me and/or to Dr. Wang, NCMR's Editor-in-Chief.

    Alicia Utecht

    Editorial Assistant to Dr. Qi Wang, Editor-in-Chief of Negotiation and Conflict Management Research

    Research Assistant, Villanova Institute for Teaching and Learning (VITAL)

    Master's in Communication - Villanova University - Class of 2021

    Lukas Neville
    Asper School of Business
    University of Manitoba