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Choosing a group representative: The impact of perceived organizational support on the preferences for deviant representatives in work negotiations

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Demoulin, Stéphanie [UCL] Pinto Teixeira, Càtia Noémia [UCL] Gillis, Céline [UCL] Goldoni, Edwine [UCL] Stinglhamber, Florence [UCL]

Group representative selection in negotiation is a topic that has only recently attracted researchers’ attention. This article focuses on workplace negotiations and examines how employees’ selection of representatives depends on their level of perceived organizational support (POS). We predict and show that employees who experience high levels of POS send to the negotiation table ingroup representatives who are perceived as close to (rather than distant from) the management team. The first study establishes the effect. The second study replicates the findings and investigates the underlying mechanisms. Results show that POS impacts endorsement of pro-management representatives through an increased perception that these deviant members are typical of the employee's group. Change in perceived typicality is triggered by POS directly and via an increase in employees’ organizational identification. We discuss of the positive and negative consequences for groups who send to the negotiation representatives who are close to the opposing group.

Document type Article de périodique (Journal article) – Article de recherche
Access type Accès restreint
Publication date 2016
Language Anglais
Journal information "Negotiation and Conflict Management Research" - Vol. 9, no.2, p. 120-140 (2016)
Peer reviewed yes
Publisher Wiley-Blackwell Publishing Ltd. (Oxford)
issn 1750-4708
e-issn 1750-4716
Publication status Publié
Affiliation UCL - SSH/IPSY - Psychological Sciences Research Institute
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Bibliographic reference Demoulin, Stéphanie ; Pinto Teixeira, Càtia Noémia ; Gillis, Céline ; Goldoni, Edwine ; Stinglhamber, Florence. Choosing a group representative: The impact of perceived organizational support on the preferences for deviant representatives in work negotiations. In: Negotiation and Conflict Management Research, Vol. 9, no.2, p. 120-140 (2016)
Permanent URL http://hdl.handle.net/2078.1/183714