**Apologies for Cross Postings**
Negotiation and Conflict Management Research
© The International Association for Conflict Management (IACM) and Wiley Periodicals, Inc.
Michael A. Gross, Editor-in-Chief
Colorado State University
NCMR Volume 11, Issue 1
February 2018
Now Online
Articles:
Do Past Perceptions Shape Future Behaviors? Subjective Value and Behavior Styles in a Multi-Round Negotiation
Wenzue Lu1, Wenhui Ren2 and Wenquian Guo3
1Department of Construction Management, Tianjin University, Tianjin, China
2Department of Construction Management, Tianjin University, Tianjin, China
3Department of Construction Management, Tianjin University, Tianjin, China
http://dx.doi.org/10.1111/ncmr.12113
Abstract
This study examines how negotiation subjective value (SV)-relationship SV, process SV, instrumental SV, and self-SV-in a previous round affects negotiation behavior styles-integrating, compromising, obliging, avoiding, and dominating-in the next round through two studies. Study 1 asked the respondents to complete a questionnaire based on a recalled multi-round negotiation, and 169 samples were valid. In Study 2, 205 participants totally filled out the questionnaire after a simulated negotiation. Both results point out as follows: (a) relationship SV positively relates to all five negotiation styles, and its relationship with integrating, compromising, obliging, and avoiding styles is strongest among four branches of SV; (b) process SV is only positively related to integrating; (c) instrumental SV negatively relates to uncooperative styles-avoiding and dominating-and the relationship with dominating style is strongest; (d) self-SV relates to both integrating and dominating which looks like incompatible. We finally discuss the implications, limitations, and future research.
Leadership Selection and Cooperative Behavior in Social Dilemmas: An Empirical Exploration of Assigned versus Group-Chosen Leadership
Charles E. Naquin1 and Terri R. Kurtzberg2
1Kellstadt Graduate School of Business, DePaul University, Chicago, IL, U.S.A.
2Rutgers Business School, Rutgers University, Piscataway, NJ, U.S.A.
http://dx.doi.org/10.1111/ncmr.12114
Abstract
This research explores the leadership selection process as an antecedent to group cooperation. We compare group-chosen and assigned leaders and explore their resulting influence upon the group process and outcome in a social dilemma context. In three empirical studies, we predict and provide support for the idea that group-chosen leaders will attend more to the social aspects of the group's interaction as opposed to the economic (bottom-line) ones than will assigned leaders. Additionally, we found that those groups with group-chosen leaders had more overall group cooperation (i.e., less economic self-interest), greater trust in one another and in the leader, and had leaders who displayed more socially oriented leadership behaviors.
En Hommage: The Contributions of I. William Zartman
Larry Crump1, P. Terrence Hopmann2, Terrence Lyons3, and Bertram Spector4
1Griffith University, Brisbane, Qld, Australia
2Johns Hopkins University, Washington, DC, U.S.A.
3George Mason University, Arlington, VA, U.S.A.
4Center for Negotiation Analysis, Potomac, MD, U.S.A.
http://dx.doi.org/10.1111/ncmr.12102
Abstract
In this tribute to the 2001 International Association for Conflict Management Lifetime Achievement Award recipient, we recognize and celebrate the work of I. William (Bill) Zartman-a prolific scholar who has offered understanding and insight about conflict, negotiation, and peace throughout a remarkable career. We specifically highlight Zartman's substantial contribution to scholarship, knowledge, and understanding in four areas: international negotiation; negotiation and conflict in Africa; negotiation complexity and its analysis; and his work as a teacher and educator. The article closes by providing Bill Zartman with an opportunity to reflect and impart words of wisdom to negotiation and conflict management students and scholars.
Innovations in Doing Conflict Research: The Legacy of Daniel Druckman
Nimet Beriker1, Susan Allen2, Mary Jo Larson3, and Lynn Wagner4
1Peace Research Institute Oslo (PRIO), Oslo, Norway
2George Mason University, Arlington, VA, U.S.A.
3Independent Consultant, Cohasset, MA, U.S.A.
4International Institute for Sustainable Development, Falls Church, VA, U.S.A.
http://dx.doi.org/10.1111/ncmr.12101
Abstract
This article celebrates Daniel (Dan) Druckman, the recipient of the 2003 Lifetime Achievement Award of the International Association for Conflict Management (IACM), and provides glimpses of his career through the lens of his former graduate students and current colleagues. Our accounts illustrate Dan's teaching philosophy as teaching by doing, his long-lasting passion for pragmatic, evidence-based analysis; his innovative application of research methods; and his international outreach. Each narrated experience demonstrates how Dan's holistic understanding of scholarship and his creative teaching, science, and practice have influenced the next generations of scholars. These accounts are integrated with a systematic analysis of Dan's publications to display his persistence in pushing the boundaries of the field by synthesizing variables, building theories, and bridging micro-level interactions to the broader political environment. The article concludes with remarks by Daniel Druckman.
Connections and Collaboration-Celebrating the Contributions of Barbara Gray
Jill Purdy1, Jennifer Kish-Gephart2, Giuseppe (Joe) Labianca3, and Shaz Ansari4
1University of Washington, Tacoma, WA, U.S.A.
2University of Arkansas, Fayetteville, AR, U.S.A.
3University of Kentucky, Lexington, KY, U.S.A.
4University of Cambridge, Cambridge, UK
http://dx.doi.org/10.1111/ncmr.12118
Abstract
In July 2017, Dr. Barbara Gray was honored with the Lifetime Achievement Award from the IACM during its 30th annual conference in Berlin, Germany. In this tribute article, we celebrate Barbara's unique and varied contributions to our understanding of conflict and collaboration. We highlight multiple aspects of Barbara's scholarly work including research on (a) intergroup conflict and organizational change, (b) power and conflict dynamics, (c) frames and framing, and (d) shared meanings and institutional theory approaches to conflict and conflict resolution. In reviewing this work, we recognize Barbara's lifelong concern for social justice and environmental sustainability, her pioneering use of qualitative methods, and her ongoing commitment to the development of young scholars.
NCMR Journal Home Page: http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1750-4716
Michael A. Gross, Ph.D.
Professor of Management
Editor-in-Chief, Negotiation and Conflict Management Research| E-mail: cob_ncmr@Mail.Colostate.edu
College of Business | Rockwell Hall #219 | Colorado State University | Fort Collins, CO 80523-1275
Office: (970) 491-6368 | FAX: (970) 491-3522 | E-mail: Michael.Gross@colostate.edu