Power Dynamics in Negotiation
Academy of Management Review, Vol. 30, No. 4, pp. 799-822, 2005
Posted: 21 Jul 2006
Abstract
Power is widely acknowledged to affect negotiator performance. Yet few efforts have been made to integrate the most prominent theories of power into a cohesive framework that can account for the results from a broad array of negotiation-relevant research. We address this limitation by proposing a dynamic integrative model that decouples power into four components: 1) potential power, 2) perceived power, 3) power tactics, and 4) realized power. Implications, propositions, and future directions are discussed.
Keywords: power, negotiation
Suggested Citation: Suggested Citation
Peter H. Kim (Contact Author)
University of Southern California - Marshall School of Business ( email )
701 Exposition Blvd
Los Angeles, CA California 90089
United States
Robin Pinkley
Southern Methodist University (SMU) - Management and Organizations Department ( email )
United States
Alison R. Fragale
University of North Carolina (UNC) at Chapel Hill - Management-Organizational Behavior Area ( email )
United States
HOME PAGE: http://www.kenan-flagler.unc.edu/Faculty/search/detail.cfm?person_id=799