Integrating IOOB and JDM through Process-Oriented Research
One of the most fascinating and counterintuitive insights from negotiation theory is that differences, rather than similarities, open up opportunities for value creation (Raiffa, 2002). Because of different values, beliefs, and perspectives, parties can benefit from their complementarities. Ironical...
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2010
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sg-smu-ink.lkcsb_research-53652017-12-12T06:16:56Z Integrating IOOB and JDM through Process-Oriented Research REB, Jochen One of the most fascinating and counterintuitive insights from negotiation theory is that differences, rather than similarities, open up opportunities for value creation (Raiffa, 2002). Because of different values, beliefs, and perspectives, parties can benefit from their complementarities. Ironically though, negotiators tend to prefer negotiating with similar others, with others they like, presumably because negotiators expect interactions to proceed more smoothly. Differences make interaction more difficult but also potentially more rewarding, if managed correctly. 2010-12-01T08:00:00Z text application/pdf https://ink.library.smu.edu.sg/lkcsb_research/4366 info:doi/10.1111/j.1754-9434.2010.01269.x https://ink.library.smu.edu.sg/context/lkcsb_research/article/5365/viewcontent/Integrating_IOOB_and_JDM.pdf http://creativecommons.org/licenses/by-nc-nd/4.0/ Research Collection Lee Kong Chian School Of Business eng Institutional Knowledge at Singapore Management University Business Organizational Behavior and Theory |
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Singapore Management University |
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Asia |
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Singapore Singapore |
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Business Organizational Behavior and Theory |
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Business Organizational Behavior and Theory REB, Jochen Integrating IOOB and JDM through Process-Oriented Research |
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One of the most fascinating and counterintuitive insights from negotiation theory is that differences, rather than similarities, open up opportunities for value creation (Raiffa, 2002). Because of different values, beliefs, and perspectives, parties can benefit from their complementarities. Ironically though, negotiators tend to prefer negotiating with similar others, with others they like, presumably because negotiators expect interactions to proceed more smoothly. Differences make interaction more difficult but also potentially more rewarding, if managed correctly. |
| format |
text |
| author |
REB, Jochen |
| author_facet |
REB, Jochen |
| author_sort |
REB, Jochen |
| title |
Integrating IOOB and JDM through Process-Oriented Research |
| title_short |
Integrating IOOB and JDM through Process-Oriented Research |
| title_full |
Integrating IOOB and JDM through Process-Oriented Research |
| title_fullStr |
Integrating IOOB and JDM through Process-Oriented Research |
| title_full_unstemmed |
Integrating IOOB and JDM through Process-Oriented Research |
| title_sort |
integrating ioob and jdm through process-oriented research |
| publisher |
Institutional Knowledge at Singapore Management University |
| publishDate |
2010 |
| url |
https://ink.library.smu.edu.sg/lkcsb_research/4366 https://ink.library.smu.edu.sg/context/lkcsb_research/article/5365/viewcontent/Integrating_IOOB_and_JDM.pdf |
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