A Decision-Making Perspective to Negotiation: A Review of the Past and a Look into the Future
Harvard Business School, Negotiation, Organizations and Markets Unit
Max H. Bazerman
Harvard Business School - Negotiations, Organizations and Markets Unit
July 9, 2009
Harvard Business School NOM Unit Working Paper No. 10-002
Through the decision-analytic approach to negotiations, the past quarter century has seen the development of a better dialog between the descriptive and the prescriptive, as well as a burgeoning interest in the field for both academics and practitioners. Researchers have built upon the work in behavioral decision theory, examining the ways in which negotiators may deviate from rationality. The 1990s brought a renewed interest in social factors, as work on social relationships, egocentrism, attribution and construal processes, and motivated illusions was incorporated into our understanding of negotiations. Several promising areas of research have emerged in recent years, drawing from other disciplines and informing the field of negotiations, including work on the influence of ethics, emotions, intuition, and training.
Number of Pages in PDF File: 29
Keywords: negotiation, bargaining, biases, ethics, affect, intuition, negotiation trainingworking papers series
Date posted: July 11, 2009 ; Last revised: August 6, 2009
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