Gender, competitiveness, and unethical negotiation strategies

Abstract

Purpose

The purpose of this paper is to examine gender and competitiveness in relation to the likelihood of using unethical negotiation strategies. Additionally, this study seeks to determine if gender serves as a predictor or moderator variable in this relationship.

Design/methodology/approach

Questionnaires were used to collect data from 169 working adults enrolled in evening business programs at both the undergraduate and graduate levels. The sample was split evenly between female (82) and male (81) respondents. Six respondents did not provide their gender classification. Stepwise hierarchical moderated regression analysis was used to test the effects of competitiveness and gender as predictor and moderator variables in relation to the ethicality of negotiation strategies.

Findings

The results show that while men are more generally competitive than women, both men and women who score highly on the hypercompetitive scale are more likely to embrace the use of unethical bargaining behavior. However, women with high scores on personal development competitiveness (PDC) are more likely to engage in accepted bargaining behavior than are men. It was also found that there is a positive relationship between PDC and the use of acceptable, normative bargaining behavior (NBB) for both women and men.

Research limitations/implications

There is the question of generalizability since the subjects were virtually all between ages 24 and 34. In addition, they live in the same metropolitan area and attend the same southern US private university.

Originality/value

This study provides a clearer understanding of the differences between women and men competitively and as negotiators. It also provides prima facie evidence for the value of women as preferred organizational negotiators, since under certain conditions, they are more likely than men to use acceptable, NBB.

Citation

Westbrook, K.W., Steven Arendall, C. and Padelford, W.M. (2011), "Gender, competitiveness, and unethical negotiation strategies", Gender in Management, Vol. 26 No. 4, pp. 289-310. https://doi.org/10.1108/17542411111144300