협상당사자들의 갈등해결유형조합과 협상만족도의 관계에 관한 연구

The Relationship Between the Pairing of the Negotiator’s Conflict Management Styles and the Results of the Negotiation: Focusing on the Moderating Effects of the Perception of the Counterpart’s Personality

Researchers have studied how negotiator’s traits such as negotiator’s personality and his(her) conflict management style affect the outcomes of negotiations (Barrick and Mount, 1991; Barry and Friedman, 1998; Han and Park, 2005, 2006). But the studies have shown disagreement of results. It implies that they have not properly considered the interactions between the parties who have different traits. This research examined the effects of the combinations of the negotiators’ conflict management styles on the negotiation outcome. It also investigated a moderating effect of the negotiator’s impression of the counterpart’s personality traits. We used negotiation simulation experiment and questionnaire surveys for the simulation participants. The simulation experiment was designed based on the Thomas and Kilman conflict management style (distributive or integrative), and personality was measured based on the Big Five Model. We found that the 2X2 combinations of the conflict management styles of the negotiator and the counterpart have effects on the negotiator’s satisfaction for negotiation process: an integrative negotiator with an integrative counterpart was most satisfied with the negotiation process; other combinations showed lower satisfaction level. The combinations also had effects on the negotiator’s satisfaction for negotiation results, but the orders of satisfactions levels were different from what we hypothesized. Regarding the moderating effects of the impression of the counterpart’s personality, we could not find a moderating effect on the relationship between the primary variables. But neuroticism, openness, agreeableness had moderating effect on the relationship between the combinations of the negotiator’s and the counterpart’s conflict resolution styles and the satisfaction for the negotiation results. We propose, therefore, that the negotiators need to develop versatility to choose his/her conflict management styles when he/she meets counterparts with different types and personality traits.