Power On Intrapersonal And Interpersonal Effects Of Emotion In Bilateral Negotiaiton

Negotiation is the best common and constructive way to resolve conflict.Emotion serves an informational function in negotiation, intrapersonal andinterpersonal effects of emotions affect the outcomes of negotiation. This studyanalyzes individual data of the bilateral negotiations about320staff (160dyads) ofa group corporation. Using an Actor–Partner Interdependence Model thatdyad-level dependence can be controlled, while setting a group of control-conditionthat emotions arise spontaneously as a baseline emotion condition. This studyexamines how emotions of anger and happiness affect value claiming and creationin a bilateral negotiation between parties with unequal power. Using the measuresof "toughness" and "focus" rather than fitting a measurement model for thesevariables, obtains results from several different models. The main implications areas follows:(1) Powerful negotiators could claim more value than low-power negotiators.(2) Powerful negotiators responded to their own emotional state, that affectedvalue claiming; and emotion affected value claiming through interpersonal effecton low-power negotiators, when the process was taken into account.(3) Powerful negotiators were angry rather than happy that reported greatercognitive focus and behavioral toughness; low-power negotiators also got tough inanger.(4) Two parties the more cognitive focus lost, the poorer values claimed.(5) Dyads with angry powerful negotiators reached more integrativeagreements than did dyads with happy. At least one angry party helped in reachingintegrative agreements; that the more anger in the dyad, the better value creation;and that powerful negotiators anger was more helpful than low-power negotiatorsanger in maximizing pareto efficiency.