Skip to main content
Conflicting Social Motives in Negotiating Groups
Journal of Personality and Social Psychology (2007)
  • Laurie Weingart
  • Jeanne M Brett, Northwestern University
  • Mara Olekalns, Melbourne Business School
  • Philip L Smith, University of Melbourne
Negotiators’ social motives (cooperative versus individualistic) influence their strategic behaviors. This study used multi-level modeling and analyses of strategy sequences to test hypotheses regarding how negotiators’ social motives and the composition of the group influence group members’ negotiation strategies. Four-person groups negotiating a 5 issue mixed-motive decision making task were videotaped, transcribed, and coded. Group composition included two homogeneous conditions (all cooperators and all individualists) and three heterogeneous conditions (3 cooperators/1 individualist; 2 cooperators/2 individualists; 1 cooperator/3 individualists). Results showed that cooperative negotiators adjusted their use of integrative and distributive strategies in response to the social motive composition of the group, but individualistic negotiators did not. Results from analyses of strategy sequences showed that cooperators responded more systematically to others’ behaviors than individualists. They also redirected the negotiation depending on group composition.
  • multiparty negotiation,
  • communication processes,
  • social motives
Publication Date
Citation Information
Laurie Weingart, Jeanne M Brett, Mara Olekalns and Philip L Smith. "Conflicting Social Motives in Negotiating Groups" Journal of Personality and Social Psychology Vol. 93 (2007)
Available at: