- Author
- Date
- 11-2020
- Title
- Face threat sensitivity in distributive negotiations: Effects on negotiator self-esteem and demands
- Journal
- Organizational Behavior and Human Decision Processes
- Volume
- 161
- Pages (from-to)
- 255-273
- Number of pages
- 19
- Document type
- Article
- Faculty
- Faculty of Social and Behavioural Sciences (FMG)
- Institute
- Psychology Research Institute (PsyRes)
- Abstract
-
Face threat sensitivity (FTS) is defined as reactive sensitivity to threats to one's social self-worth. In negotiations, such threats may come from a counterpart's competitive behavior. We developed and tested the argument that individuals high in face threat sensitivity, when negotiating with a competitive (vs. cooperative) counterpart, exhibit psychological responses that inhibit them from claiming value in distributive negotiations. Employing a face-to-face interaction paradigm, Study 1 revealed that higher counterpart competitiveness was negatively associated with high (but not low) FTS negotiators’ global self-esteem, which in turn led them to be less demanding and obtain worse negotiation outcomes. In Study 2, employing a simulated on-line interaction paradigm, we manipulated counterpart's behavior (cooperative vs. competitive) to establish causality and examined specific aspects of negotiator global self-esteem that may account for the effect. We found that the effect of counterpart's competitiveness on high FTS negotiators’ demand levels was mediated by their performance self-esteem, but not by their social self-esteem. In Study 3, we manipulated performance self-esteem to establish it as a causal underlying psychological mechanism. For high FTS negotiators, when performance self-esteem was low, demand levels were significantly lower with a competitive (vs. cooperative) counterpart. However, when performance self-esteem was high, there was no significant difference in demand levels depending on counterpart's behavior. This finding suggests that negotiating with a competitive (vs. cooperative) counterpart reduces high FTS negotiators’ performance self-esteem, which in turn leads them to make lower demands. The implications of these findings are discussed.
- URL
- go to publisher's site
- Other links
- Link to publication in Scopus
- Language
- English
- Note
- With supplementary file
- Persistent Identifier
- https://hdl.handle.net/11245.1/5605d6b4-2ca6-4aab-b095-d027aa31af77
- Downloads
-
1-s2.0-S0749597820303691-main(Final published version)
- Supplementary materials
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