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This paper examined negotiator behavior in a variable‐sum two‐party negotiation task and its impact on individual and joint negotiator out‐come. Specifically, we examined the role of negotiator opening offer, reciprocity and complementarity of the use of tactics, systematic progression of offers, and information sharing in a negotiation with integrative potential. Results indicated that initial offers affect final outcome differently across buyers and sellers. The buyer's initial offer was curvilinearly related to his or her final outcome in the form of an inverted‐U. The seller's initial offer was positive‐linearly related to seller's outcome. Second, negotiators reciprocated and complemented both distributive and integrative tactics. In addition, highly integrative dyads differed from less efficient dyads in their reciprocation of integrative behaviors and complementarity of distributive behaviors. Third, approximately forty percent of offers made represented systematic concessions, but the proportion of offers reflecting systematic concessions was not related to the efficiency of the joint outcome. Finally, while information sharing did appear to have a positive effect on the efficiency of agreements, differences in the amount of information provided did not affect the proportion of outcome claimed by each party.

The purpose of this article is to outline ways in which the large body of empirical work on creativity can meaningfully inform negotiation. In doing so, two general streams of creativity research and their implications for negotiation theory and empirical analysis are considered. Negotiation pundits advise that negotiators should engage in creative problem-solving to craft integrative agreements, and it is widely believed by both negotiation theorists and practitioners that “out-of-the-box” thinking and creative idea generation are necessary for win–win negotiation. Although practitioners have strongly encouraged parties to engage in creative problem-solving, there are remarkably few empirical investigations of creative thinking, brainstorming and other idea-generation methods in negotiation.

First, creativity as a trait is considered and the relationship between individual differences in creativity and negotiation performance is examined. Then, creative thinking as a causal factor is examined and how it may influence the negotiation process and outcomes is suggested. Finally, three considerations for further integrating creativity and negotiation research are suggested: communication media, idea-generation strategies and morality and social motivation.

A literature review revealed four studies that have empirically tested the influence of trait creativity on negotiation performance. Even less research has manipulated creative thinking or training to analyze creativity as a causal factor of negotiation outcomes.

This research will benefit both creativity and negotiation scholars by suggesting the limited amount of work at their intersection yet the opportunities that exist for further research.

The academic literature within social psychology focuses on describing what leaders and groups do wrong rather than what they do right. We refer to this as the “negative psychology” of leaders and groups. This chapter reviews the negative and positive research perspectives on leadership and groups. We propose that scholarly research makes more references to the shortcomings of leaders and groups rather than their successes. We conjecture that the pressure by the academic community to produce compelling counterintuitive research findings fuels the tendency to concentrate on failures. In contrast, we suggest that popular articles and books more often focus on the positive achievement of leaders and groups because their audience, namely managers, are more interested in learning how to achieve positive results than to avoid negative outcomes. Finally, we suggest that scholarly research on the psychology of leaders and groups could benefit from understanding how to achieve and maintain positive outcomes, whereas popular press may better prevent organizational failure and ruin by understanding managers’ blunders and faults.

This study focuses on home country institutions as sources of variation in the level of foreign investment into India. Our findings support the idea that institutional voids found in India are less of a deterrent to investments from home countries with high levels of institutional development than from home countries with similar institutional voids. Overall, foreign investments in India are found to be significantly related to the strength of institutions within home countries. The levels of both approved and realized foreign direct investment (FDI) are strongly influenced by economic factors and home country regulative institutions, and weakly influenced by home country cognitive institutions. When considered separately, the cognitive institutions and regulative institutions within a given home country each significantly influence the level of approved/realized FDI into India. However, when considered jointly, only the strength of regulative institutions is predictive of FDI inflows.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.

This paper investigates the information dilemma in negotiations: if negotiators reveal information about their priorities and preferences, more efficient agreements may be reached but the shared information may be used strategically by the other negotiator, to the revealers' disadvantage. We present a theoretical model that focuses on the characteristics of the negotiators, the structure of the negotiation, and the available incentives; it predicts that experienced negotiators will out‐perform naive negotiators on distributive (competitive) tasks, especially when they have information about their counterpart's preferences and the incentives are high—unless the task is primarily integrative, in which case information will contribute to the negotiators maximizing joint gain. Two experiments (one small, one large) showed that the revelation of one's preferences was costly and that experienced negotialors outperformed their naive counterparts by a wide margin, particularly when the task and issues were distributive and incentives were large. Our results help to identify the underlying dynamics of the information dilemma and lead to a discussion of the connections between information and social dilemmas and the potential for avoiding inefficiencies.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).