Negotiating Relationally: The Dynamics of the Relational Self in Negotiations

By M. Gelfand, Virginia Smith Major, Jana L. Raver, L. Nishii, Karen M. O’Brien. 2006

293 citations recorded by the source corpus.

Subfields: Anthropology, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/491039849a3a540f3fc7db32ec6071e1db4c2b75

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Social Psychology

1. Michele J. Gelfand
2. Blake E. Ashforth
3. E. Hardin
4. Ryan Fehr
5. Miriam Erez
6. David M. Sluss
7. Berna Gerçek-Swing
8. Z. Aycan

In Sociology and Political Science

1. Blake E. Ashforth
2. David M. Sluss
3. Michele J. Gelfand
4. Carol T. Kulik
5. Frances P. Brew
6. K. Leung
7. Berna Gerçek-Swing
8. Mara Olekalns

Citations in the corpus

• Negotiating the Gender Divide (2012, background): “Women’s relational concerns are particularly likely to be activated when there is a strong bond between negotiators and an expectation of ongoing interdependence (Gelfand et al., 2006).”
• When apologies work: How matching apology components to victims' self-construals facilitates forgiveness (2010, background): “In both perception and action, highly relational people focus on the quality of their relationships and direct their actions toward maintaining and developing such relationships (Gelfand et al., 2006).”
• Cross-cultural organizational behavior. (2007, background): “Mueller et al. (1999) found that met expectations about autonomy were more important for perceived distributive justice in the United States, whereas met expectations about advancement were more important in Korea.”
• The precursors and products of justice climates: Group leader antecedents and employee attitudinal consequences. (2007, background): “Given their tendency to be highly attuned to others’ verbal and nonverbal behavior, empathic toward others’ emotions and experiences, and willing to help and empower others (Gelfand et al., 2006), leaders who are highly relational may be more likely to develop positive interpersonal justice climates”
• How Relational and Organizational Identification Converge: Processes and Conditions (2008, background): “Relational identity has been implicated in multiple phenomena, including the management of diversity (Brickson 2000), social exchange (Flynn 2005, Flynn and Brockner 2003), negotiations (Gelfand et al. 2006), customer relations (Carador and Pratt 2006), and organizational justice (Johnson et al.”
• The What, How, Why, and Where of Self-Construal (2011, background): “In two longitudinal studies conducted with North American participants, Gore and Cross (2006) examined the relation between self-construal and relational versus personal reasons for pursuing goals.”