Truth or consequences: The effects of competitive-unethical tactics on negotiation process and outcomes

Abstract

Purpose

This paper aims to describe a study of the negotiation process, focusing on the use of seven competitive-unethical tactics in dyadic negotiations. The initial use of these tactics and their effects on process and outcomes are examined.

Design/methodology/approach

In total, 230 Brazilian professionals from a large financial institution participated in two-party, property-leasing negotiations involving eight issues with assigned point values. Negotiations were conducted online and, from the recorded transcripts, seven competitive-unethical tactics were tracked and analyzed with respect to the negotiation process and outcomes (individual and joint, perceived and actual).

Findings

The study found that most participants employed one or more tactics, the stage and incidents of initial use affected overall employment, and participants often reciprocated when tactics were employed. Reciprocation was best described by a logarithmic function, with a small number of tactics answered with as many or more tactics, but a large number of tactics producing a smaller response. Also, number of messages exchanged and number of tactics per message were related to likelihood of reaching an agreement and, to some extent, to individual outcomes (actual and perceived). Reaching an agreement and perceived individual outcome were associated with a participant's desire to negotiate with a counterpart in the future.

Originality/value

The vast majority of studies to date have employed questionnaires to measure ethical attitudes or intentions, or have limited their empirical studies to competitive tactics only. This study moves beyond these methodologies to examine the actual use of a range of competitive-unethical tactics, and their effects on process and outcomes.

Citation

Fleck, D., Volkema, R., Levy, B., Pereira, S. and Vaccari, L. (2013), "Truth or consequences: The effects of competitive-unethical tactics on negotiation process and outcomes", International Journal of Conflict Management, Vol. 24 No. 4, pp. 328-351. https://doi.org/10.1108/IJCMA-11-2012-0084