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The influence of positive affect and visual access on the discovery of integrative solutions in bilateral negotiation
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“during business negotiations, people in a positive mood are more likely to listen to arguments, carefully consider them, and compromise to obtain a desirable outcome for both parties, whereas people in more neutral states were more likely to end the bargaining period without agreement (Carnevale & Isen, 1986).”
From Psychological flexibility as a fundamental aspect of health (2010) · cites this paper as Carnevale & Isen, 1986
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“…reach, including negotiators’ motivational orientations (e.g., Pruitt, 1981), their decision frames (de Dreu, Carnevale, Emans, & Van de Vliert, 1994), their moods and emotions (Allred, Mallozzi, Matsui, & Raia, 1997; Carnevale & Isen, 1986), and their personalities (Barry & Friedman, 1998).”
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“Individuals placed in a positive mood are more cooperative and less contentious, and reach better joint solutions in negotiations (Carnevale & Isen, 1986).”
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“Research on interpersonal conflict resolution has demonstrated that positive effect can reduce hostility and increase creative problem solving in negotiation contexts (Baron et al., 1990; Carnevale & Isen, 1986).”
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“…strategies, fewer contentious strategies, higher goals, greater development of trustful working relationships, more effective exchange of information, and greater confidence (Barry, Fulmer, & van Kleef, 2004; Barry & Oliver, 1996; Carnevale & Isen, 1986; Curhan & Brown, 2012; Forgas, 1998).”
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“The Barry–Oliver model predicts that increased use of integrative strategies resulting from a negotiator’s positive mood will contribute to improved economic outcomes (Carnevale & Isen, 1986; Fry, Firestone, & Williams, 1983), satisfaction with the agreement, and post-negotiation positive mood.”
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The Effects of Affect Manipulation and Information Exposure on Divergent Thinking
Clapham, M. M. (2001) · Creativity Research Journal · doi:10.1207/s15326934crj1334_11 · Cited by 81
“It has been related to more rapid decision making (Isen & Means, 1983), more effective negotiation (Carnevale & Isen, 1986), more favorable ratings and higher task satisfaction (Isen & Shalker, 1982; Kaiger, Billings, & Isen, 1989), increased conservative risk taking (Isen, 1984; Isen & Patrick,…”
BackgroundChallenging the Assumptions of Traditional Approaches to Negotiation
Putnam, L. L. (1994) · Negotiation Journal · doi:10.1007/bf02185683 · Cited by 80
Impact of the Political Context on Foreign Policy Decision‐Making
Farnham, B. R. (2004) · Political Psychology · doi:10.1111/j.1467-9221.2004.00379.x · Cited by 81
Perry-Smith, J. E., & Coff, R. W. (2011) · Strategic Entrepreneurship Journal · doi:10.1002/sej.116 · Cited by 79
Work as a Source of Positive Emotional Experiences and the Discourses Informing Positive Assessment
Lutgen‐Sandvik, P., Riforgiate, S. E., & Fletcher, C. (2011) · Western Journal of Communication · doi:10.1080/10570314.2010.536963 · Cited by 86
“…emotions and desirable social behaviors such as helpfulness (Isen, 2001), generosity (Moore, Underwood, & Rosenhan, 1973), cooperativeness (Carnevale & Isen, 1986), graciousness (Emmons & McCullough, 2003), increased trust, and more integrative negotiation outcomes (Anderson & Thompson, 2004).”
BackgroundThe Influence of Anger Expressions on Outcomes in Organizations
Gibson, D., Schweitzer, M., Callister, R., & Gray, B. (2009) · Negotiation and Conflict Management Research · doi:10.1111/j.1750-4716.2009.00039.x · Cited by 83
“In conflict management research, the primary focus has been on the intrapersonal effects of moods and emotions (e.g., Carnevale & Isen, 1986; Forgas, 1995) rather than on the potential for socially functional interpersonal outcomes (Morris & Keltner, 2000; but see Van Dijk et al., 2008; Van Kleef…”
BackgroundSEEING AND BELIEVING: VISUAL ACCESS AND THE STRATEGIC USE OF DECEPTION
Schweitzer, M. E., Brodt, S. E., & Croson, R. T. A. (2002) · International Journal of Conflict Management · doi:10.1108/eb022876 · Cited by 76
“In two separate studies that used partitions to manipulate visual access, Carnevale, Pruitt, and Seilheimer (1981) and Carnevale and Isen (1986) found that negotiators who could see each other reached less integrative agreements than did those who could not.”
BackgroundBaron, R. A., & Bronfen, M. I. (1994) · Journal of Applied Social Psychology · doi:10.1111/j.1559-1816.1994.tb01550.x · Cited by 75
Task and relationship conflict in short‐term and long‐term groups
Curșeu, P. L., Boroş, S., & Oerlemans, L. A. G. (2012) · International Journal of Conflict Management · doi:10.1108/10444061211199331 · Cited by 76
“Previous research also shows that socially-induced positive moods are conducive for cooperative conflict management strategies to a greater extent than neutral or negative affective states ( Carnevale and Isen, 1986”
BackgroundA Scientific Review of the Remarkable Benefits of Happiness for Successful and Healthy Living
Diener, E., & Tay, L. (2013) · Cited by 74
Hillebrandt, A., & Barclay, L. J. (2017) · Journal of Applied Psychology · doi:10.1037/apl0000174 · Cited by 81
“For example, positive affect increases concession-making (Baron, 1990) and the use of cooperative strategies (Forgas, 1998) while decreasing the use of contentious tactics (Carnevale & Isen, 1986).”
BackgroundWith Feeling: How Emotions Shape Negotiation
Olekalns, M., & Druckman, D. (2014) · Negotiation Journal · doi:10.1111/nejo.12071 · Cited by 76
Buzzanell, P. M., & Liu, M. (2007) · Human Relations · doi:10.1177/0018726707076688 · Cited by 82
“Substantial research indicates that these contentious tactics often result in premature stalemates or breakdowns, negative emotions, hostile relationships between the parties, and fewer joint gains (Carnevale & Isen, 1986; Friedman et al., 2004; Pillutla & Murnighan, 1996; Pruitt & Lewis, 1975).”
BackgroundRobert, C., & Yan, W. (2007) · Research in personnel and human resources management · doi:10.1016/s0742-7301(07)26005-0 · Cited by 74
Metadata
- Authors
- Carnevale, P. J. D., & Isen, A. M.
- Affiliations
- University of Iowa (US)
- University of Michigan (US)
- Corresponding author
- Carnevale, Peter J.D
- Venue
- Organizational Behavior and Human Decision Processes
- Publisher
- Elsevier BV
- Published
- 1986-02
- Volume
- 37
- Issue
- 1
- Pages
- 1-13
- ISSN
- 0749-5978 (ISSN-L)
- OpenAlex
- W2074705273
- Cited by
- 751
- References
- 27
- Citations by year
- 2026: 3 · 2025: 18 · 2024: 10 · 2023: 9 · 2022: 20 · 2021: 25 · 2020: 19 · 2019: 23 · 2018: 30 · 2017: 15 · 2016: 27 · 2015: 24 · 2014: 40 · 2013: 35 · 2012: 32
- FWCI
- 16.28
- Type
- journal article
- Language
- en
- Open access
- green
- hdl.handle.net
- Locations
- Organizational Behavior and Human Decision Processes (publishedVersion)
- Deep Blue (University of Michigan) (submittedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- Funders
- National Science Foundation
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Conflict Management and Negotiation
- Social Sciences › Sociology and Political Science › Social Power and Status Dynamics
- Social Sciences › Decision Sciences › General Decision Sciences › Decision-Making and Behavioral Economics
- Keywords
- positive affect, visual access, integrative negotiation, bilateral negotiations, trade-offs, face-to-face negotiation, competitive process
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