A theoretical perspective of negotiation support systems
Journal of Management Information Systems - Special issue: Collaboration technology, modeling, and end-user computing for the 1990s
An empirical study of the efficacy of a computerized negotiation support system (NSS)
Decision Support Systems
WWW-based negotiation support: design, implementation, and use
Decision Support Systems
Information Systems Research
The impact of group support systems on group conflict and conflict management
Journal of Management Information Systems - Special issue: Organizational impact of group support systems, expert systems, and executive information systems
Information Quality in Wikipedia: The Effects of Group Composition and Task Conflict
Journal of Management Information Systems
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This paper reports the results of an experiment investigating the differences between budget negotiations conducted on an electronic negotiation support system (NSS) and those conducted face-to-face. The negotiation setting consisted of a supervisor and a subordinate negotiating a performance budget for the subordinate. Results revealed that when supervisor performance expectations were incongruent with subordinate capability, face-to-face negotiations hit impasse at a significantly higher rate than NSS negotiations. These results held regardless of the amount of concession needed to reach consensus, and they support the contention that single-issue distributive negotiations, such as budget negotiations, can benefit from the use of an NSS. In a secondary analysis of subordinate performance after the budget negotiation, we found that NSS subordinates perceived more task conflict, which positively influenced postnegotiation performance, whereas face-to-face subordinates perceived less relational conflict, which worked through satisfaction to positively influence postnegotiation performance. This result adds to the literature by clarifying the roles that communication mode plays in a negotiation and a negotiation's aftermath.