Vlerick Repository

• Relational construal in negotiation: Propositions and examples from Latin and Anglo cultures

  Ramírez-Marín, Jimena Y.; Brett, Jeanne M. (International Negotiation, 2011)

  In certain cultures, relationships are the reason for negotiation. In this article, we offer a rationale regarding why relationships have more or less salience across cultures. We present psychological, economic and sociological factors that explain the reasons for negotiating relationally. Propositions are made as to how cultural construal about relationships influences offers, targets and limits, negotiation strategy and, ultimately, economic and relational outcomes. Our major explanatory construct is new: cultural consensus about relationships. This construct is grounded in well developed theory of self construal and new empirical research showing the utility of measures of consensus in explaining cultural differences in behavior. With this theoretical contribution, we join the group of scholars who are advocating that more attention should be paid to negotiators’ subjective evaluations of the social and emotional consequences of negotiation.
• La experiencia en negociación como facilitadora de los procesos de mediación.

  Ramírez-Marín, Jimena Y.; Medina, F.; Munduate, L. (Temas Laborales, 2009)
• Change management by negation: Exploring the power of the rejected

  Wetzel, Ralf (SCMS Journal of Indian Management, 2020)

  Organisation and management science has been, ever since its inauguration, overly desperate to find the 'one best way of organising'. The basic fundament of that quest was the attempt to define an organisation positively, namely by what it is. Until today, this starting point has not proven to be successful; this way has not decided to disclose its ability to instruct the theory and practice of organisation yet. This article argues that this positive, ontological way to define organisations and its major results like change management has led Organization and Management Theory (OMT) into a rather blurry state. OMT and especially change management would become much more instructive again if it started defining its objects negatively, by what they are not. After showing the pitfalls of the positive fiction in OMT, the article presents a negative way to instruct, especially change management. This profit will be demonstrated by introducing the concept of the tetralemma.
• When anger and happiness generate concessions: investigating counterpart’s culture and negotiation intentions

  Ramírez-Marín, Jimena Y.; Barragan Diaz, Adrian; Guzman, Felipe A. (International Journal of Conflict Management, 2022)

  Purpose – Drawing from the emotions as social information theory, this paper aims to investigate the differential effects of emotions in inter vs intracultural negotiations. Design/methodology/approach – The authors used one face-to-face negotiation and two experimental scenario studies to investigate the influence of emotions (anger vs happiness) and negotiation type (intercultural vs intracultural) on concession behavior. Findings – Across the three studies, the results consistently show that angry opponents from a different national culture obtain larger concessions from negotiators. A face-to-face negotiation shows that happy opponents from the same culture are able to obtain larger concessions from negotiators. Additionally, the negotiator’s intentions to compromise and yield mediate the relationship between the interaction of emotions and counterpart’s culture on concessions. Research limitations/implications – Two limitations are that the studies were conducted in a single country and that they use different types of role-playing designs. The empirical implications provide evidence of the moderating effect of the counterpart’s culture on the effect of anger on concessions. Then, providing two different mechanisms for concessions. Practical implications – The research helps global negotiators who face counterparts from different nationalities. It suggests that these negotiators should be mindful of their counterpart’s emotions in intercultural negotiation as anger seems to generate more concessions in this setting. Originality/value – The article is among the first studies to show that the combination of the counterpart’s culture and emotions has an effect on concessions in negotiation. Compromising and yielding are mediating mechanisms for this moderated effect. As opposed to previous studies that use.
• When constituencies speak in multiple tongues: The relative persuasiveness of hawkish minorities in representative negotiation

  Steinel, Wolfgang; De Dreu, Carsten K.W.; Ouwehand, Elsje; Ramírez-Marín, Jimena Y. (Organizational Behavior and Human Decision Processes, 2009)

  Although constituencies often consist of opposing factions, we know little about the way such opposing factions influence the representative’s negotiation strategy. This study addressed this issue: Representatives negotiated as sellers on behalf of a group consisting of hawkish (competitive) and dovish (cooperative) factions. Experiments 1–3 showed that a minority of hawks was sufficient to influence the representatives to acting in a competitive way; only when all constituents unanimously advocated a cooperative strategy were representatives more conciliatory towards their negotiation partner. These tendencies did not differ as a function of the representatives’ pro-social versus pro-self value orientation, or the unanimity versus majority rule putatively used in the constituency to accept of reject the representative’s negotiated agreement. We conclude that hawkish minorities are persuasive and influential because representatives accord more weight to hawkish than to dovish messages.

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