Managing Identities Across the Negotiation Divide: The Effect of Intra-Group Trust Development Strategies in Inter-Group Negotiations
30 Pages Posted: 11 Nov 2008
Date Written: November 9, 2008
In today's competitive business environment, organizations often try to gain advantage over their competitors by hiring employees from other firms with whom they do business. In light of the unique background, perspectives, and relationships that these new employees possess, they may be used strategically in "boundary spanning" roles that capitalize on their previous knowledge and relationships. It is the goal of this piece to analyze the process by which such individuals become members of new organizational groups, focusing on the development of trust among group members. More specifically this paper examines the effects of two trust development strategies - social exchange versus "swift" trust - on inter-group interactions, particularly negotiations in which newly assimilated group members negotiate against members of their previous organizational groups. The effects on both outcomes and processes, in light of both negotiation success and failure are examined. This paper extends the trust literature by exploring the intended and unintended consequences of both swift-trust and social exchange models as applied to a new organizational context.
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