 “Take it or leave it!” A choice mindset leads to greater persistence and better outcomes in negotiationsAnyi Ma, Yu Yang and Krishna Savani Organizational Behavior and Human Decision Processes, 2019, vol. 153, issue C, 1-12 Abstract: Negotiators often elicit concessions from their counterparts by using ultimatums. The present research asks: Why do some negotiators either concede to ultimatums or leave the bargaining table, whereas others simply ignore ultimatums and continue negotiating? Six studies examined the role of a choice mindset. Negotiators who recalled their past choices perceived greater negotiation room than negotiators who recalled past no-choice actions (Study 1). Negotiators who thought about their counterpart’s choices (rather than constraints) were more willing to persist (Study 2), and this relationship was mediated by greater perceived negotiation room (Studies 3 and 4). A choice mindset also helped negotiators achieve better outcomes (Study 5). Finally, Study 6 compared the relative strengths of thinking about different types of choices (e.g., one’s own choices vs. one’s counterpart’s choices both within and outside the negotiation). The findings identify the choice mindset as a novel intervention to enhance persistence and improve negotiation outcomes. Keywords: Choice mindset; Negotiations; Ultimatum; Persistence (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:153:y:2019:i:c:p:1-12 DOI: 10.1016/j.obhdp.2019.05.003 Access Statistics for this article Organizational Behavior and Human Decision Processes is currently edited by John M. Schaubroeck More articles in Organizational Behavior and Human Decision Processes from Elsevier |
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