Distributive versus Integrative Approaches to Negotiation: Experiential Learning through a Negotiation Simulation

Negotiation is among the most frequently utilized means of resolving conflicts. Negotiation strategies are generally characterized as either distributive or integrative in nature. The present study presents a negotiation simulation designed to enable participants to experience the different behavioral and attitudinal outcomes which frequently result from adopting these contrasting approaches to negotiation. The primary advantages of this simulation are that it is generic to a number of negotiation contexts and time efficient. Based upon results obtained from a sample of 102 managers, this negotiation simulation is shown to be highly effective in introducing participants to distributive versus integrative approaches to negotiation

A Cross-National Study of Managerial Values

This study investigated cross-national differences in managerial values. A total of 567 managers from twelve nations participated in the study. Managerial values were assessed by means of Rokeach's value survey. Factor analysis of the eighteen instrumental values included in Rokeach's Value survey revealed four underlying value dimensions. The value dimension that included the instrumental values broadminded, capable and courageous was ranked as the most important value dimension by managers from all twelve nations. National differences were found on three of the four value dimensions.© 1996 JIBS. Journal of International Business Studies (1996) 27, 739–748

Sources of Job Related Ambiguity and Their Consequences Upon Salespersons' Job Satisfaction and Performance

This study presents a conceptual model relating four sources of job related ambiguity and two individual difference variables (locus of control and need for clarity) to salesperson job satisfaction and job performance. Previous research related to the model is briefly reviewed. Then, drawing data from a multicompany sample of industrial salespersons and their managers, behavioral research methods are used to clarify the nature and strength of the relationships in the model. The analysis reveals that ambiguity concerning family expectations is positively related to performance, but ambiguity regarding sales manager and customer expectations is negatively related to performance. Lower levels of satisfaction are explained primarly by ambiguous managerial expectations. The individual difference variables are shown to be related to job outcomes even after adjusting for different levels of perceived ambiguity. The individual difference variables, however, do not moderate the relationships between sources of ambiguity and job outcomes.performance and satisfaction, job ambiguity, individual differences