Motivational Bases Of Information Processing and Strategy in Conflict and Negotiation

By Carsten K. W. De Dreu, Peter J. Carnevale. 2003

270 citations recorded by the source corpus.

Subfields: Safety Research, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/006f8ea87b166b1f40916822c302c650c301a2a1

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Citations in the corpus

Motivated Information Processing in Group Judgment and Decision Making (2008, background): “Deep and deliberate information search and processing may help groups prevent this from happening and may lead to high-quality decision making (De Dreu & Carnevale, 2003; Janis & Mann, 1977).2 Heuristic processing is more likely with low levels of epistemic motivation, whereas deep and deliberate…”
Emotions as strategic information: Effects of other’s emotional expressions on fixed-pie perception, demands, and integrative behavior in negotiation (2008, unknown): “Inferences such as these may inspire the mismatching tendency that we alluded to earlier, which involves placing high demands when one's counterpart appears conciliatory, and low demands when the counterpart appears tough (De Dreu & Carnevale, 2003; Pruitt, 1981).”
Power and emotion in negotiation: Power moderates the interpersonal effects of anger and happiness on concession making (2006, background): “…Van Kleef et al. (2004b) showed that negotiators with a low epistemic motivation (i.e., low motivation to search for and process new information; De Dreu & Carnevale, 2003; Kruglanski, 1989) were unaffected by the emotions of their counterparts, whereas those with a high epistemic motivation were…”
Negotiating Relationally: The Dynamics of the Relational Self in Negotiations (2006, unknown): “…processes in negotiation, including negotia-tor cognition (e.g., Neale & Bazerman, 1991; Thompson & Hastie, 1990), motivation (e.g., De Dreu & Carnevale, 2003), and emotion (e.g., Allred, Mallozzi, Matsui, & Raia, 1997; Barry & Oliver, 1996; Morris & Keltner, 2000; Thompson, Medvec,…”
The interpersonal effects of emotions in negotiations: a motivated information processing approach. (2004, background): “Our findings are consistent with a motivated information processing approach to negotiation (see De Dreu & Carnevale, 2003; De Dreu et al., 1999, 2000), which holds that negotiators may be more or less motivated to engage in systematic and thorough information processing, depending on personality…”
Searing sentiment or cold calculation? the effects of leader emotional displays on team performance depend on follower epistemic motivation (2009, unknown): “Although epistemic motivation may vary as a function of the situation (including such features as time pressure, environmental noise, fatigue, and accountability), it is also strongly rooted in stable individual differences (De Dreu & Carnevale, 2003).”
Venturing for Others with Heart and Head: How Compassion Encourages Social Entrepreneurship (2012, background): “Specifically, integrative thinking consists of an ability, first, to see possibilities beyond the status quo (Boles, Croson, & Murnighan , 2000; Stasser & Titus, 1985) and, second, to envision collective benefit from synthesizing seemingly competing interests (De Dreu & Carnevale , 2003).”
The Interpersonal Dynamics of Emotion: Toward an Integrative Theory of Emotions as Social Information (2018, background): “…than their counterparts who score on the opposite poles of these scales, and as a result they engage in more deliberate information processing (De Dreu & Carnevale, 2003; Flynn, 2005; Homan et al., 2008; Neuberg & Newsom, 1993; Van Kleef, Anastasopoulou, & Nijstad, 2010; Webster & Kruglanski,…”
Social influence in small groups: An interactive model of social identity formation (2005, background): “On the other hand, interdependence and interpersonal attraction play an important role in setting the tone of negotiations and influencing the social climate (De Dreu, 1995; De Dreu & Carnevale, 2003).”
The effects of process and outcome accountability on judgment process and performance (2011, background): “…articles that process accountability increases epistemic motivation which promotes effortful and systematic information processing (De Dreu & Carnevale, 2003; De Dreu, Koole, & Steinel, 2000; De Dreu, Nijstad, & van Knippenberg, 2008; De Dreu et al., 2006; Scholten et al., 2007).”
A Review and Model of Auditor Judgments in Fraud-Related Planning Tasks (2011, background): “Epistemic motivation may vary as a function of situational pressures such as time pressure, fatigue, and accountability; however, epistemic motivation is also a function of stable individual differences (De Dreu and Carnevale 2003).”