Constraints and Triggers: Situational Mechanics of Gender in Negotiation

Hannah Riley Bowles, Linda Babcock and Kathleen L. McGinn
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Hannah Riley Bowles: Harvard U
Linda Babcock: Carnegie Mellon U
Kathleen L. McGinn: Harvard U

Working Paper Series from Harvard University, John F. Kennedy School of Government

Abstract: Authors propose two categories of situational moderators of gender in negotiation: situational ambiguity and gender triggers. Reducing the degree of situational ambiguity constrains the influence of gender on negotiation. Gender triggers prompt divergent behavioral responses as a function of gender. Field and lab studies (1 and 2) demonstrate that decreased ambiguity in the economic structure of a negotiation (structural ambiguity) reduces gender effects on negotiation performance. Study 3 shows representation role (negotiating for self or other) functions as a gender trigger by producing a greater effect on female than male negotiation performance. Study 4 shows decreased structural ambiguity constrains gender effects of representation role, suggesting situational ambiguity and gender triggers work in interaction to moderate gender effects on negotiation performance. (This paper is a revision of RWP02-037.)

Date: 2005-09
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Citations: View citations in EconPapers (108)

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