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John M. Oesch's
Scholarly Papers
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Downloads
832 |
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Citations
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1.
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John M. Oesch
University of Toronto - Joseph L. Rotman School of Management Adam D. Galinsky
Northwestern University - Kellogg School of Management
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06 Jun 03
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06 Jun 03
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440
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Abstract:
In this paper we review the literature on first offers in negotiations. We explore the determinants of who will make the first offer, how extreme that first offer will be, what effect the first offer has on the value of the final outcome, and how first offers influence post-negotiation evaluations.
First Offers, Negotiations, Bargaining
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2.
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John M. Oesch
University of Toronto - Joseph L. Rotman School of Management Glen Whyte
University of Toronto - Joseph L. Rotman School of Management
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29 Mar 02
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08 Apr 02
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392
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Abstract:
This study reports the results of an experiment designed to test the premise of a first mover advantage in distributive bargaining. Dyads negotiated the price of an advance for a newly published book in the absence of market information. The experiment explored the effects of advice to make an initial offer before your opponent or to wait until your opponent reveals their initial offer. A first mover advantage was evident across all conditions. Sellers in dyads in which one of the negotiators was instructed to move first benefited from making the first offer. If the first mover landed their initial offer in the bargaining zone, the first mover advantage became a liability. Implications for theory and negotiation practice are discussed.
First offers, distributive bargaining
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3.
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Don A. Moore
Carnegie Mellon University - David A. Tepper School of Business John M. Oesch
University of Toronto - Joseph L. Rotman School of Management Charlene Zietsma
University of Western Ontario
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24 May 05
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19 Jul 07
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Abstract:
This paper documents egocentric biases in market entry decisions. We demonstrate self-focused explanations for entry decisions made by three groups of participants: actual entrepreneurs (founders), working professionals who considered starting their own firms but did not (non-founders), and participants in a market entry experiment. Potential entrants based their decision to enter primarily on evaluations of their own competence (or incompetence) and paid relatively little attention to the strength of the competition. Our results suggest that excess entrepreneurial entry is more complicated than simple overconfidence, and can help explain notable patterns in entrepreneurial entry.
Entrepreneurship, egocentrism, focalism, overconfidence
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