 PowerDavid Cremer and
Madan M. Pillutla
Chapter Chapter 7 in Making Negotiations Predictable, 2012, pp 118-135 from Palgrave Macmillan Abstract: Abstract As soon as negotiations begin between two or more people, the processes and mechanisms of power come into play. Power means that one party possesses qualities to compel another party to do something that this other party would never do voluntarily. Possessing power therefore allows you to exercise influence, so that you can achieve your objectives more easily. You are better able to form coalitions, obtain information or impose deadlines. It is important to realize, however, that in the longer term the exercising of too much power will have more negative rather than positive effects. Your relations with others can become sour, which might make it difficult to keep the negotiations going in a constructive manner. If you behave like a dictator, you may get your own way this time, but you will create little goodwill and trust for the future. On the contrary, you will acquire a bad reputation. For this reason, it is essential to use your power only if another party persists in defending an unacceptable position — and needs to be ‘persuaded’ to see reason. Keywords: Powerful Negotiator; Walk Away; Legitimate Power; Constructive Manner; Negotiate Process (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-02479-4_7 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.