Negotiation in strategy making teams: group support systems and the process of cognitive change

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Abstract

This paper reports on the use of a Group Support System (GSS) to explore at a micro level some of the processes manifested when a group is negotiating strategy-processes of social and psychological negotiation. It is based on data from a series of interventions with senior management teams of three operating companies comprising a multi-national organization, and with a joint meeting subsequently involving all of the previous participants. The meetings were concerned with negotiating a new strategy for the global organization. The research involved the analysis of detailed time series data logs that exist as a result of using a GSS that is a reflection of cognitive theory.
Original languageEnglish
Pages (from-to)293-314
Number of pages22
JournalGroup Decision and Negotiation
Volume20
Issue number3
DOIs
Publication statusPublished - May 2011

Keywords

  • negotiation
  • group support systems
  • strategy making
  • cognition
  • organizational management

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