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 InterNeg Research Centre
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Xianhua (Pascal) Huang, Simone Ludwig, Gregory Kersten


Traditionally, studies in negotiation literature consider people’s negotiation approaches in an isolated manner. they assume that people use negotiation approaches exclusively throughout the negotiation session. However, people tend to use more than one approach sequentially or simultaneously. The approaches in negotiator’s profile will jointly determine the negotiation process and outcomes. Profile project examines negotiator’s approach profiles and their relationship with effectiveness in both individual level and dyadic level.

Experiment Design

The experiment will be conducted on the electronic negotiation platform, Invite, in a laboratory setting. There are two negotiators in each negotiation session. Based on the negotiation case, each negotiator is assigned a role which represents one party in the case. The experiment takes approximately three hours, whereby one hour is reserved for negotiation. In the pre-negotiation stage, each participant is asked to fill out Thoma-Kilmann questionnaire, quiz, expectation, and case ratings of issues and options. In the one hour negotiaion stage, negotiators can exchange offers and messages freely with the support of the system. In the post-negotiation stage, questions about system adoption is asked, and all the negotiation details are recorded in the database.

Reports and articles

A pilot study has been finished, and a paper titiled "Effectiveness of Complex Bargaining Styles in Dyadic Negotiations" has been submitted to GDN2006, held in Karlsruhe, Germany.

Major Bibliography

[1] Foroughi, A., Perkins, W.C., and Jelassi, M.T. "An empirical study of an interactive, session-oriented computerized negotiation support system (NSS)," Group Decision and Negotiation (4) 1995, 485-512.
[2] Medina, F.J., Dorado, M.A., Cisneros, I.F.J.d., Arevalo, A., and Munuate, L. "Behavioural sequences in the effectiveness of conflict management," Psychology in Spain (8:1) 2004, 38-47.
[3] Munduate, L., Ganaza, J., Peiro, J.M., and Euwema, M. "Patterns of styles in conflict management and effectiveness," International Journal of Conflict Management (10:1) 1999, 5-24.
[4] Olekalns, M., Smith, P.L., and Walsh, T. "The process of negotiating: strategy and timing as predictors of outcomes," Organizational Behaviour and Human Decision Processes (68:1), October 1996, 68-77.
[5] Rahim, M.A. Managing conflict in organizations Quorum Books, Westport, CT, 2001.
[6] Shell, G.R. "Bargaining styles and negotiation: the Thomas-Kilmann conflict mode instrument in negotiation training," Negotiation Journal (17:2) 2001, 155-174 April.
[7] Thomas, K.W., and Kilmann, R.H. The Thomas-Kilmann conflict mode instrument Xicom, Tuxedo, New York, 1974.
[8] Van De Vliert, E. Complex interpersonal conflict behaviour: Theoretical frontiers Psychology Press, Hove, UK, 1997.
[9] Van De Vliert, E., Euwema, M.C., and Huismans, S.E. "Managing conflict with a subordinate or a superior: effectiveness of conglomerated behavior," Journal of Applied Psychology (80) 1995, 271-281.

  August 22, 2019
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