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Negotiation and Conflict Management Research
 © The International Association for Conflict Management (IACM) and Wiley Periodicals, Inc.

 

 

Articles:
Coping with Conflict: Testosterone and Cortisol Changes in Men Dealing with Disagreement about Values versus Resources
Fieke Harinck¹, Marina Kouzakova¹,Naomi Ellemers^1,2, and Daan Scheepers^1,2
Elisabeth Naima Mikkelsen¹ and Stewart Clegg^{2, 3
1}Department of Social and Organizational Psychology, Institute of Psychology, Leiden University, Leiden, The Netherlands
²Department of Social, Health, and Organizational Psychology, Utrecht University, The Netherlands
http://dx.doi.org/10.1111/ncmr.12139

Abstract
Empirical studies have documented testosterone increases in response to human competition, for instance in athletic performance (Archer, 2006; Eisenegger, Haushofer, & Fehr, 2011; Fehm-Wolfsdorf, Groth, Kaiser, & Hahlweg, 1999; Heffner et al., 2006). In nonathletic domains, hormone changes in competitive and conflictual situations also depend on individual differences (e.g., in motivation or anxiety) and contextual factors (e.g., the nature of the competition). Yet, much remains to be examined about the precise conditions that elicit testosterone increases and their psychological implications in situations involving competition and conflict (for a recent overview, see Casto & Edwards, 2016). The current study addresses the general observation that people find it more difficult to deal with an interpersonal conflict in which norms and values are at stake compared to a conflict about the distribution of scarce resources (for an overview, see Harinck & Ellemers, 2014). We investigate whether changes in testosterone and cortisol levels can contribute to explaining this effect. We examine whether changes in testosterone and cortisol differ depending on whether a conflict is framed in terms of diverging values or competing claims for resources.

 

Explaining Differences in Men and Women's Use of Unethical Tactics in Negotiations
Jason R. Pierce¹ and Leigh Thompson^2
1 University of North Carolina at Greensboro, Greensboro, NC, U.S.A.
² Kellogg School of Management, Northwestern University, Evanston, IL, U.S.A.
http://dx.doi.org/10.1111/ncmr.12135

Abstract
Emerging evidence suggests that competitiveness and empathy explain men's greater willingness to use unethical tactics in negotiations. We tested whether and how robustly they do with three distinct studies, run with three distinct populations. Simultaneous mediation analyses generally, but not completely, confirmed our expectations. In Study 1, only competitiveness mediated sex differences in unethical negotiation tactics among Chilean business students. Although empathy also explained willingness to use unethical negotiation tactics, the Chilean men and women did not differ in this regard. In Study 2, competitiveness and empathy both mediated sex differences in American business students' intentions to lie to a client, but competitiveness explained greater variance. In Study 3, both factors explained sex differences in lying to bargaining partners for real stakes by working-age Americans. Our findings suggest that competitiveness and empathy each explain sex differences in willingness to use unethical tactics, but the former does so more consistently.

Linking Tolerance to Workplace Incivility, Service Innovative, Knowledge Hiding, and Job Search Behavior: The Mediating Role of Employee Cynicism
Nader Mohammad Saleh Aljawarneh and Tarik Atan
Department of Business Administration, Faculty of Economics and Administrative Sciences, Cyprus International University, Lefkosa, Cyprushttp://dx.doi.org/10.1111/ncmr.12136

Abstract
Although incivility has been identified as an important issue in workplaces, little research has focused on tolerance to workplace incivility. Drawing on conservation of resources and psychological ownership theory, this article investigates the mediating role of employee cynicism on the relationship between tolerance to workplace incivility and outcome variables (i.e., service innovative behavior, knowledge hiding behavior, and job search behavior) in the hospitality industry. Structural equation modeling and artificial neural network were applied on survey data obtained from five-star hotels in Jordan. Building on the proposed theories, we show that employee cynicism mediates the link between tolerance to workplace incivility and knowledge hiding behavior, and job search behavior. Implications for theory and practice are discussed.

When Formal Negotiations Fail: Strategic Negotiation, Ripeness Theory, and the Kerry Initiative
Oliver Ramsbotham¹ and Amira Schiff^2
1University of Bradford, Bradford, U.K.
²The Program on Conflict Management and Negotiation, Bar-Ilan University, Ramat Gan, Israel
http://dx.doi.org/10.1111/ncmr.12119

Abstract
This study takes the failure of Secretary of State Kerry's efforts to mediate negotiations aimed at resolving the Israeli–Palestinian conflict as a case study and asks what can be done in intractable cases where efforts at conflict resolution have failed. It suggests a move from conflict resolution to conflict engagement in these cases; this entails preparing the ground for formal negotiation within a wider and prior strategic negotiation (SN) framework. We outline a strategic negotiation (SN) approach that aims to supplement existing theoretical and practical approaches in cases that have yet to gain sufficient traction. This new perspective is grounded in the prenegotiation literature, but adds another layer by addressing the circumstances in which conflict parties are not even prepared to undertake

the preliminary moves that prenegotiation requires. We suggest how an SN approach might be helpful as an extension and supplement to ripeness theory in the most difficult cases.

 

 

NCMR Journal Home Page: http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1750-4716

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Michael Gross
Professor
Colorado State University
Fort Collins CO
(970) 491-6368
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