Contextualizing ideologically-cased negotiations: uncovering barriers to wise resolution, Academy of Management Review
While traditional behavioral decision theory as applied to negotiation sheds light on some of the barriers encountered in negotiations, it does not fully account for many of the difficulties and failures to reach settlement in ideologically-based disputes. In this paper, we identify a number of factors that differentiate ideologically-based negotiations from other types of negotiation, and advance a perspective that takes into account the value-laden and institutional contexts in which they occur. We illustrate our ideas by applying them to the organizationally relevant example of environmental disputes.
Kimberly A. Wade-Benzoni, Andrew J. Hoffman, Leigh Thompson, Don A. Moore, James J. Gillespie, Max H Bazerman
Wade-Benzoni, A. Kimberly, Andrew J. Hoffman, Leigh Thompson, Don A. Moore, James J. Gillespie, and Max H Bazerman. 2002. Contextualizing ideologically-cased negotiations: uncovering barriers to wise resolution. Academy of Management Review. 27(1): 41-57.