The three faces of Eve: Strategic displays of positive, negative, and neutral emotions in negotiations.

By Shirli Kopelman, Ashleigh Shelby Rosette, Leigh Thompson. 2006

390 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/47c927dd25224176b8926825b924c95d98bc6328

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Citations in the corpus

Anger in social conflict: Cross-situational comparisons and suggestions for the future (2008, background): “Furthermore, expressing anger toward a person rather than toward their offers may elicit strong feelings of anger and antipathy in that person, which may in turn cause them to take a more compatitive stance (see Friedman et al. 2004; Kopelman et al. 2006).”
Anger in Organizations: Review and Integration (2010, background): “Respondents may also respond to negotiation counterparts who have been given advice to express anger to them as a way to negotiate more effectively (Kopelman et al., 2006; Sinaceur & Tiedens, 2006).”
Understanding the positive and negative effects of emotional expressions in organizations: EASI does it (2014, background): “…an angry opponent developed a negative impression of the opponent (Van Beest et al., 2008; Van Kleef et al., 2004a), became angry themselves (Friedman et al., 2004; Van Kleef et al., 2004a), and were unwilling to interact with the opponent again (Kopelman et al., 2006; Van Kleef et al., 2004b).”
Emotion and decision making. (2015, result): “The few studies investigating this possibility have produced mixed results: Although such strategies can prompt greater concessions (Kopelman et al. 2006), inauthentic displays that 33.12 Lerner et al. are detected are met with increased demands and reduced trust (Côté et al. 2013).”
Anger and happiness in virtual teams: Emotional influences of text and behavior on others’ affect in the absence of non-verbal cues (2011, methodology): “Kopelman, Rosette, and Thompson (2006) trained participants to develop a resolute bargaining style by telling them to act in a tough, persistent manner; their manipulation checks confirmed that this was viewed as displaying anger.”
Gaming Emotions in Social Interactions (2009, methodology): “In other words, we can explore how individuals respond to emotional gambits with conventional methods [as Kopelman et al. 2006 have], but not necessarily how individuals themselves choose to engage and deploy emotions strategically " (103).”
Emotions as strategic information: Effects of other’s emotional expressions on fixed-pie perception, demands, and integrative behavior in negotiation (2008, neutral): “On the other hand, expressing anger also elicits reciprocal anger, contributes to negative impressions, and reduces others' willingness to engage in future interactions (Friedman et al., 2004; Kopelman et al., 2006; Van Kleef et al., 2004a, 2004b).”
Beyond negotiated outcomes: The hidden costs of anger expression in dyadic negotiation (2012, background): “Therefore, Study 1 extends previous research on the costs of anger expression in conflict settings by showing that anger expression not only decreases negotiators’ willingness to negotiate with angry opponents in the future (Kopelman et al., 2006; Van Kleef et al., 2004b) but also leads to retaliato”
Gender, emotion and power in work relationships (2011, background): “In contrast, the male-typed emotion of competence is associated with social influence that can build expert, reward, information and referent power in relationships (Isen, 1987; Kopelman et al., 2006; Rafaeli & Sutton, 1987, 1989; Tiedens et al., 2000).”
Emotional influence at work: Take it EASI (2012, positive): “For instance, two studies yielded evidence that expressions of anger elicited competitive behavior and reduced the likelihood of settlement of a dispute (Friedman et al., 2004; Kopelman et al., 2006).”
Positive affect and decision frame in negotiation (2008, background): “Many studies indicate that positive affect such as happiness can foster cooperation and concession making (Baron 1990; Kopelman et al. 2006; O’Quin and Aronoff 1981), as well as problem solving and integrative agreements (Carnevale and Isen 1986; Forgas 1998; Kramer et al. 1993).”