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Strategic Adaptability In Negotiation
This research proposes and evaluates a novel framework of strategic adaptability in dyadic negotiation. We define strategic adaptability as a reaction to a cue that leads to shifts between integrative and distributive moves. We conducted two studies with different negotiation settings to verify the framework with a diverse set of participants. Our framework provides distinct types of strategic adaptations with cues and behavioral orientations on how negotiators react. Based on the literature, we identified five types of strategic adaptations that are categorized into context, process, opponent, and content adaptability. Four of those adaptations were empirically confirmed, and two new categories emerged from the data. Our findings indicate how often strategic adaptations take place during a negotiation and show a consistent pattern of how frequently each adaptation occurs. These findings enhance our understanding of strategic adaptability and its effects on the negotiation process and outcome.