Power Dynamics in Negotiation
Power is widely acknowledged to affect negotiator performance. Yet few efforts have been made to integrate the most prominent theories of power into a cohesive framework that can account for the results from a broad array of negotiation-relevant research. We address this limitation by proposing a dynamic integrative model that decouples power into four components: 1) potential power, 2) perceived power, 3) power tactics, and 4) realized power. Implications, propositions, and future directions are discussed.
Organizational Behavior and Theory
SMU Cox: Management & Organizations (Topic)