Interdepartmental negotiation behavior in manufacturing organizations

The goal of this study was to examine individual, relational, and organizat ional determinants of negotiation behavior (problem solving, contending, yi elding, and avoiding) between planning and marketing departments in manufac turing organizations. Results from a study among 41 managers and 85 plannin g and marketing employees within II firms showed that individual personalit y, perceived interdepartmental interdependence, and organizational strategy were each related to the negotiation behavior of department members. Desir able negotiation behavior-specifically, the problem-solving approach-was mo re likely when individuals were extraverted and agreeable, when employees p erceived high interdepartmental interdependence, and wizen organizations di d not have a low-cost strategy. Contending was more likely when individuals were extraverted and disagreeable, and yielding was more likely when depar tment members perceived a power advantage vis-h-vis the other department. A ll four styles of negotiation behavior were more likely the less the organi zations had a low-cost strategy. These findings provide guidance to organiz ations in their efforts to encourage constructive negotiation behavior betw een departments.