5,508
Views
8
CrossRef citations to date
0
Altmetric
Articles

Cooperation and Competition in Public-Sector Negotiations: A Laboratory Experiment

References

  • Ahadzi, M., & Bowles, G. (2004). Public–private partnerships and contract negotiations: An empirical study. Construction Management and Economics, 22(9), 967–978. doi:10.1080/0144619042000241471
  • Allred, K. G., Mallozzi, J. S., Matsui, F., & Raia, C. P. (1997). The influence of anger and compassion on negotiation performance. Organizational Behavior and Human Decision Processes, 70(3), 175–187. doi:10.1006/obhd.1997.2705
  • Anderson, D. M., & Edwards, B. C. (2015). Unfulfilled promise: Laboratory experiments in public management research. Public Management Review, 17(10), 1518–1542. doi:10.1080/14719037.2014.943272
  • Antonioni, D. (1998). Relationship between the big five personality factors and conflict management styles. International Journal of Conflict Management, 9(4), 336–355. doi:10.1108/eb022814
  • Antonsen, M., & Beck Jørgensen, T. (1997). The “publicness” of public organizations. Public Administration, 75(2), 337–357.
  • Aumann, R. J., Maschler, M., & Stearns, R. E. (1995). Repeated games with incomplete information. London, England: MIT press.
  • Baarspul, H. C., & Wilderom, C. P. M. (2011). Do employees behave differently in public-vs private-sector organizations? A state-of-the-art review. Public Management Review, 13(7), 967–1002. doi:10.1080/14719037.2011.589614
  • Belot, M., Duch, R., & Miller, L. (2015). A comprehensive comparison of students and non-students in classic experimental games. Journal of Economic Behavior & Organization, 113, 26–33. doi:10.1016/j.jebo.2015.02.007
  • Bouckaert, G., Peters, B. G., & Verhoest, K. (2010). The coordination of public sector organizations (1st ed.). Basingstoke: Palgrave Macmillan UK.
  • Bouwman, R., & Grimmelikhuijsen, S. (2016). Experimental public administration from 1992 to 2014: A systematic literature review and ways forward. International Journal of Public Sector Management, 29(2), 110–131. doi:10.1108/IJPSM-07-2015-0129
  • Bozeman, B., & Kingsley, G. (1998). Risk culture in public and private organizations. Public Administration Review, 58(2), 109–118. doi:10.2307/976358
  • Brewer, G. A., & Selden, S. C. (1998). Whistle blowers in the federal civil service : New evidence of the public service ethic. Journal of Public Administration Research and Theory, 8(3), 413–439. doi:10.1093/oxfordjournals.jpart.a024390
  • Brücker, H., Schröder, P. J. H., & Weise, C. (2004). Doorkeepers and gatecrashers: EU enlargement and negotiation strategies. Journal of European Integration, 26(1), 3–23. doi:10.1080/0703633042000197807
  • Bullock, J. B., Stritch, J. M., & Rainey, H. G. (2015). International comparison of public and private employees’ work motives, attitudes, and perceived rewards. Public Administration Review, 75(3), 479–489. doi:10.1111/puar.12356
  • Calder, B., Phillips, L., & Tybout, A. (1982). The concept of external validity. Journal of Consumer Research, 9(3), 240–244. doi:10.1086/208920
  • Camerer, C. F., Loewenstein, G., & Rabin, M. (2003). Advances in behavioral economics. New Jersey: Princeton University Press.
  • Capraro, V. (2013). A model of human cooperation in social dilemmas. PLOS One, 8(8), e72427.
  • Carmichael, F. (2005). A guide to game theory. Essex, England: Pearson Education.
  • Charness, G., & Kuhn, P. J. (2011). Lab labor: What can labor economists learn from the lab? Handbook of Labor Economics, 4, 229–330.
  • Chen, C. A., Hsieh, C. W., & Chen, D. Y. (2014). Fostering public service motivation through workplace trust: Evidence from public managers in Taiwan. Public Administration, 92(4), 954–973. doi:10.1111/padm.12042
  • De Dreu, C. K. W., & Boles, T. L. (1998). Share and share alike or winner take all?: The influence of social value orientation upon choice and recall of negotiation heuristics. Organizational Behavior and Human Decision Processes, 76(3), 253–276.
  • Delfgaauw, J., & Dur, R. (2010). Managerial talent, motivation, and self-selection into public management. Journal of Public Economics, 94(9-10), 654–660. doi:10.1016/j.jpubeco.2010.06.007
  • Edelenbos, J., & Teisman, G. R. (2008). Public – private partnership: On the edge of project and process management. Insights from Dutch practice: The Sijtwende spatial development project. Environment and Planning C: Government and Policy, 26(3), 614–626. doi:10.1068/c66m
  • Elfenbein, H. A., Curhan, J. R., Eisenkraft, N., Shirako, A., & Baccaro, L. (2008). Are some negotiators better than others? Individual differences in bargaining outcomes. Journal of Research in Personality, 42(6), 1463–1475. doi:10.1016/j.jrp.2008.06.010
  • Esteve, M., Urbig, D., van Witteloostuijn, A., & Boyne, G. (2016). Prosocial behavior and public service motivation. Public Administration Review, 76(1), 177–187. doi:10.1111/puar.12480
  • Esteve, M., van Witteloostuijn, A., & Boyne, G. (2015). The effects of public service motivation on collaborative behavior: Evidence from three experimental games. International Public Management Journal, 18(2), 171–189. doi:10.1080/10967494.2015.1012573
  • Fehr, E., & Gächter, S. (2000). Cooperation and punishment in public goods experiments. American Economic Review, 90(4), 980–994.
  • Fischbacher, U. (2015). Z-tree: Zurich toolbox for readymade economic experiments. Experimental Economics, 10(2), 171–178.
  • Fischbacher, U., Gächter, S., & Fehr, E. (2001). Are people conditionally cooperative? Evidence from a public goods experiment. Economics Letters, 71(3), 397–404. doi:10.1016/S0165-1765(01)00394-9
  • Frey, B. S., & Meier, S. (2004). Social comparisons and pro-social behavior: Testing" conditional cooperation" in a field experiment. The American Economic Review, 94(5), 1717–1722. doi:10.1257/0002828043052187
  • Grant, A. M. (2007). Relational job design and the motivation to make a prosocial difference. Academy of Management Review, 32(2), 393–417. doi:10.5465/amr.2007.24351328
  • Greenhalgh, L., Neslin, S. A., & Gilkey, R. W. (1985). The effects of negotiator preferences, situational power, and negotiator personality on outcomes of business negotiations. Academy of Management Journal, 28(1), 9–33. doi:10.5465/256058
  • Greiner, B. (2015). Subject pool recruitment procedures: Organizing experiments with ORSEE. Journal of the Economic Science Association, 1(1), 114–125. doi:10.1007/s40881-015-0004-4
  • Grimmelikhuijsen, S. G., Jilke, S., Olsen, A. L., & Tummers, L. L. G. (2017). Behavioral public administration: Combining insights from public administration and psychology. Public Administration Review, 77(1), 45–56. doi:10.1111/puar.12609
  • Hauert, C., De Monte, S., Hofbauer, J., & Sigmund, K. (2002). Volunteering as red queen mechanism for cooperation in public goods games. Science (New York, N.Y.), 296(5570), 1129–1132.
  • Holme, R., & Watts, P. (1999). Corporate social responsibility. Geneva: World Business Council for Sustainable Development.
  • Honoré, B. E. (1992). Trimmed LAD and least squares estimation of truncated and censored regression models with fixed effects. Econometrica: Journal of the Econometric Society, 60(3), 533–565. doi:10.2307/2951583
  • Hood, C., & Lodge, M. (2006). The politics of public service bargains: Reward, competency, loyalty - and blame. New York: Oxford University Press.
  • Jap, S. D., Robertson, D. C., Rindfleisch, A., & Hamilton, R. (2013). Low-stakes opportunism. Journal of Marketing Research, 50(2), 216–227. doi:10.1509/jmr.10.0121
  • Kahneman, D., & Tversky, A. (1979). Prospect theory: An analysis of decision under risk. Econometrica: Journal of the Econometric Society, 47(2), 263–291. doi:10.2307/1914185
  • Klijn, E.-H., & Koppenjan, J. (2012). Governance network theory: Past, present and future. Policy & Politics, 40(4), 587–606. doi:10.1332/030557312X655431
  • Kray, L. J., & Haselhuhn, M. P. (2007). Implicit negotiation beliefs and performance: Experimental and longitudinal evidence. Journal of Personality and Social Psychology, 93(1), 49. doi:10.1037/0022-3514.93.1.49
  • Kreps, D. M., Milgrom, P., Roberts, J., & Wilson, R. (1982). Rational cooperation in the finitely repeated prisoners’ dilemma. Journal of Economic Theory, 27(2), 245–252. doi:10.1016/0022-0531(82)90029-1
  • Lawther, W. C. (2006). The growing use of competitive negotiations to increase managerial capability: The acquisition of e-government services. Public Performance & Management Review, 30(2), 203–220. doi:10.2753/PMR1530-9576300204
  • Lewicki, R. J., Saunders, D. M., & Barry, B. (2015). Negotiation (7th ed.). New York: McGraw-Hill.
  • Li, H., & Van Ryzin, G. G. (2017). A systematic review of experimental studies in public management journals. In O. James, S. Jilke, & G. G. Van Ryzin (Eds.), Experiments in public management research: Challenges and Contributions (pp. 20–36). Cambridge, MA: Cambride University Press.
  • Liyanarachchi, G. A., & Milne, M. J. (2005). Comparing the investment decisions of accounting practitioners and students: An empirical study on the adequacy of student surrogates. In Accounting Forum, 29(2), 121–135. doi:10.1016/j.accfor.2004.05.001
  • McNamara, M. (2012). Starting to untangle the web of cooperation, coordination, and collaboration: A framework for public managers. International Journal of Public Administration, 35(6), 389–401. doi:10.1080/01900692.2012.655527
  • Morton, R., & Williams, K. (2010). Experimental political science and the study of causality. New York: Cambridge University Press.
  • O’Leary, R., & Bingham, L. B. (2009). The collaborative public manager: New ideas for the twenty-first century. Washington, DC: Georgetown University Press.
  • Orne, M. T. (1962). On the social psychology of the psychological experiment: With particular reference to demand characteristics and their implications. American Psychologist, 17(11), 776. doi:10.1037/h0043424
  • Osborne, S. P. (2000). Public-private partnerships: Theory and practice in international perspective. In Journal of the American Planning Association. London and New York: Routledge.
  • Perry, J. L. (1996). Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1), 5–22. doi:10.1093/oxfordjournals.jpart.a024303
  • Perry, J. L., & Hondeghem, A. (2008). Building theory and empirical evidence about public service motivation. International Public Management Journal, 11(1), 3–12. doi:10.1080/10967490801887673
  • Perry, J. L., & Levine, C. H. (1976). An interorganizational analysis of power, conflict, and settlements in public sector collective bargaining. American Political Science Review, 70(04), 1185–1201. doi:10.2307/1959384
  • Rahim, M. A. (2011). Managing conflict in organizations (4th ed.). New Brunswick, New Jersey: Transaction Publishers.
  • Rahim, M. A., & Magner, N. R. (1995). Confirmatory factor analysis of the styles of handling interpersonal conflict: First-order factor model and its invariance across groups. Journal of Applied Psychology, 80(1), 122. doi:10.1037//0021-9010.80.1.122
  • Raiffa, H., Richardson, J., & Metcalfe, D. (2002). Negotiation analysis: The science and art of collaborative decision making. Cambridge, MA: Harvard University Press.
  • Reuben, E., & Riedl, A. (2013). Enforcement of contribution norms in public good games with heterogeneous populations. Games and Economic Behavior, 77(1), 122–137. doi:10.1016/j.geb.2012.10.001
  • Robinson, R. J., Lewicki, R. J., & Donahue, E. M. (2000). Extending and testing a five factor model of ethical and unethical bargaining tactics: Introducing the SINS scale. Journal of Organizational Behavior, 21(6), 649–664.
  • Ross, W. T., & Robertson, D. C. (2000). Lying: The impact of decision context. Business Ethics Quarterly, 10(2), 409–440. doi:10.2307/3857884
  • Schaeffer, P. V., & Loveridge, S. (2002). Toward an understanding of types of public-private cooperation. Public Performance & Management Review, 26(2), 169–189. doi:10.2307/3381276
  • Schelling, T. C. (1980). The strategy of conflict (2nd ed.). Cambridge, MA: Harvard University Press.
  • Selten, R., & Stoecker, R. (1986). End behavior in sequences of finite Prisoner’s Dilemma supergames A learning theory approach. Journal of Economic Behavior & Organization, 7(1), 47–70. doi:10.1016/0167-2681(86)90021-1
  • Semmann, D., Krambeck, H.-J., & Milinski, M. (2003). Volunteering leads to rock-paper-scissors dynamics in a public goods game. Nature, 425(6956), 390.
  • Shell, R. G. (1974). The Thomas-Kilmann conflict mode instrument. Negotiation Journal, 1, 155–174. doi:10.1111/j.1571-9979.2001.tb00233.x
  • Skelcher, C. (2005). Public-private partnerships. New York: Oxford University Press.
  • Steinel, W., & De Dreu, C. K. W. (2004). Social motives and strategic misrepresentation in social decision making. Journal of Personality and Social Psychology, 86(3), 419. doi:10.1037/0022-3514.86.3.419
  • Tallberg, J. (2008). Bargaining power in the European Council. JCMS: Journal of Common Market Studies, 46(3), 685–708. doi:10.1111/j.1468-5965.2008.00798.x
  • Tepe, M. (2016). In public servants we trust?: A behavioural experiment on public service motivation and trust among students of public administration, business sciences and law. Public Management Review, 18(4), 508–538. doi:10.1080/14719037.2015.1014396
  • Tepe, M., & Prokop, C. (2017). Laboratory experiments: Their potential for public management research. In O. James, S. Jilke, & G. G. Van Ryzin (Eds.), Experiments in Public Management Research. Cambridge, MA: Cambride University Press.
  • Thomson, A. M., & Perry, J. L. (2006). Collaboration processes: Inside the black box. Public Administration Review, 66(s1), 20–32. doi:10.1111/j.1540-6210.2006.00663.x
  • Tobin, J. (1958). Estimation of relationships for limited dependent variables. Econometrica, 26(1), 24. doi:10.2307/1907382
  • Ury, W. (1993). Getting past NO, Negotiating in difficult situations. New York: Bamtam Books.
  • Van Lange, P. A. M. (1999). The pursuit of joint outcomes and equality in outcomes: An integrative model of social value orientation. Journal of Personality and Social Psychology, 77(2), 337. doi:10.1037/0022-3514.77.2.337
  • Van Vugt, M., & Iredale, W. (2013). Men behaving nicely: Public goods as peacock tails. British Journal of Psychology (London, England: 1953), 104(1), 3–13.
  • Vandenabeele, W. (2007). Toward a public administration theory of public service motivation. Public Management Review, 9(4), 545–556. doi:10.1080/14719030701726697
  • Vandenabeele, W. (2008). Government calling: Public service motivation as an element in selecting government as an employer of choice. Public Administration, 86(4), 1089–1105.
  • Verhoest, K., Roness, P. G., Verschuere, B., Rubecksen, K., & MacCarthaigh, M. (2010). Autonomy and control of state agencies. Basingstoke: Palgrave Macmillan.
  • Wildavsky, A., & Dake, K. (1990). Theories of risk perception: Who fears what and why? Daedalus, 119(4), 41–60.
  • Wilson, K. S., DeRue, D. S., Matta, F. K., Howe, M., & Conlon, D. E. (2016). Personality similarity in negotiations: Testing the dyadic effects of similarity in interpersonal traits and the use of emotional displays on negotiation outcomes. Journal of Applied Psychology, 101(10), 1405–1421. doi:10.1037/apl0000132
  • Wright, B. E., Hassan, S., & Park, J. (2016). Does a public service ethic encourage ethical behaviour? Public service motivation, ethical leadership and the willingness to report ethical problems. Public Administration, 94(3), 647–663. doi:10.1111/padm.12248
  • Zizzo, D. J. (2010). Experimenter demand effects in economic experiments. Experimental Economics, 13(1), 75–98. doi:10.1007/s10683-009-9230-z