Handling inter-organisational conflict based on bargaining power

作者：Wenxue Lu, Yuxin Wei, Rui Wang · 发表于：International Journal of Conflict Management · 年份：2020 · DOI：10.1108/ijcma-06-2019-0092 · 被引用次数：20 · 研究领域：Construction Project Management and Performance、Conflict Management and Negotiation、Outsourcing and Supply Chain Management

Purpose This paper aims to reveal the effects of an organisation’s bargaining power on its negotiating behaviours (including integrating, obliging, compromising, dominating and avoiding) in the context of inter-organisational conflict in construction projects and investigate how organisational power distance orientation moderates the relationship between the organisation’s bargaining power and its negotiating behaviours. Design/methodology/approach The authors conducted a questionnaire survey among practitioners in the Chinese construction industry with the final sample consisting of 219 responses. A structural equation model was used to analyse the data and test the hypotheses. Findings The results reveal that an organisation’s bargaining power is positively associated with dominating and integrating behaviours but negatively associated with obliging and avoiding behaviours. Additionally, bargaining power is found to be negatively associated with compromising behaviour when the organisation has a high power distance orientation. Finally, a higher degree of power distance orientation strengthens the positive effect bargaining power has on dominating behaviour. Practical implications The findings can help practitioners to predict the negotiating behaviours of a counterpart according to its bargaining power and the power distance in its organisational culture. This can then enable practitioners to adjust their strategies accordingly and steer the negotiations towards a win–win ...