Skip to main content
SpringerLink
Log in

E-Consulting in Virtual Negotiations

  • Published:
Group Decision and Negotiation Aims and scope Submit manuscript

Abstract

In the e-world where many of us live and work, virtual work arrangements will become increasingly commonplace. This paper reports on an exploratory study into the way in which consultants can ply their trade virtually with clients whom they never meet. US-located e-consultants provided advice to Hong Kong-located web site developers on the interface and content aspects of a website that was being developed for an international audience. Extensive analyses of the communication between the consultants and developers is undertaken, in parallel with an analysis of survey data obtained from the two sets of stakeholders. Lessons are drawn for future research and practice.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  • Alavi, M., Y. Yoo, and D. R. Vogel. (1997). “Using Information Technology to Add Value to Management Education,” Academy of Management Journal 40 (6), 1310–1333.

    Google Scholar 

  • Bazerman M. H. and M. A. Neale. (1983). “Heuristics in Negotiations: Limitations to Effective Dispute Resolution,” in M. H. Bazerman and R. J. Lewicki (eds.), Negotiating in Organizations. Beverly Hills: Sage Publications, 51–67.

    Google Scholar 

  • Daft, R. L. and R. H. Lengel. (1986). “Organizational Information Requirements, Media Richness and Structural Design,” Management Science 32 (5), 554–571.

    Google Scholar 

  • Daft, R. L., R. H. Lengel, and L. K. Trevino. (1987). “Message Equivocality, Media Selection and Manager Performance: Implications for Information Systems,” MIS Quarterly 11 (3), 355–368.

    Google Scholar 

  • Davison, R. M. (2003). “Discussants and the Quality of Interaction at Conferences,” Communications of the AIS 11 (7), 128–136.

    Google Scholar 

  • Davison, R. M. and G. J. de Vreede. (2001). “The Global Application of Collaborative Technologies,” Communications of the ACM 44 (12), 69–70.

    Google Scholar 

  • Dubé, L. and G. Paré. (2001). “Global Virtual Teams,” Communications of the ACM 44 (12), 71–73.

    Google Scholar 

  • Eden, C. and C. Huxham. (2001). “The Negotiation of Purpose in Multi-Organizational Collaborative Groups,” The Journal of Management Studies 38 (3), 373–391.

    Google Scholar 

  • Evaristo, R. (2001). “Non-consensual Negotiation in Distributed Collaboration,” Communications of the ACM 44 (12), 89.

    Google Scholar 

  • Geber, B. (1995). “Virtual Teams,” Training 32 (4), 36–42.

    Google Scholar 

  • Goodhue, D. L. and R. L. Thompson. (1995). “Task-Technology Fit and Individual Performance,” MIS Quarterly 19 (2), 213–236.

    Google Scholar 

  • Griffith, T. L., D. L. Tansik, and L. Benson. (2002). “Negotiating Technology Implementation: An Empirical Investigation of a Website Introduction,” Group Decision and Negotiation 11 (1), 1–22.

    Google Scholar 

  • Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. London: Sage.

    Google Scholar 

  • Jarke, M., M. T. Jelassi, and M. F. Shakun. (1987). “MEDIATOR: Towards a Negotiation Support System,” European Journal of Operational Research 31 (3), 314–334.

    Google Scholar 

  • Jarvenpaa, S. L., K. Knoll, and D. E. Leidner. (1998). “Is Anybody Out There? Antecedents of Trust in Global Virtual Teams,” Journal of Management Information Systems 14 (4), 29–64.

    Google Scholar 

  • Jarvenpaa, S. L. and D. E. Leidner. (1999). “Communication and Trust in Global Virtual Teams,” Organization Science 10 (6), 791–815.

    Google Scholar 

  • Jelassi, M. T. and A. Foroughi. (1989). “Negotiation Support Systems: An Overview of Design Issues and Existing Software,” Decision Support Systems 5 (2), 167–181.

    Google Scholar 

  • Joinson, C. (2002). “Managing Virtual Teams,” HR Magazine 47 (6), 68–73.

    Google Scholar 

  • Kaplan, M. F. and C. E. Miller. (1987). “Group Decision Making and Normative Versus Informational Influence Effects of Type of Issue and Assigned Decision Rule,” Journal of Personality and Social Psychology 53 (2), 306–313.

    Google Scholar 

  • Kayworth, T. and D. E. Leidner. (2002). “Leadership Effectiveness in Global Virtual Teams,” Journal of Management Information Systems 18 (3), 7–40.

    Google Scholar 

  • Lipnack, J. and J. Stamps. (1997). Virtual Teams - Reaching Across Space, Time and Organizations with Technology. New York: John Wiley & Sons.

    Google Scholar 

  • Mashayekhi, V., J. M. Drake, W. T. Tsai, and J. Riedl. (1993). “Distributed, Collaborative Software Inspection,” IEEE Software 10 (5), 66–75.

    Google Scholar 

  • Massey, A., M. Montoya-Weiss, and Y. Hung. (2003). “Because Time Matters: Temporal Coordination in Global Virtual Project Teams,” Journal of Management Information Systems 19 (4), 129–155.

    Google Scholar 

  • Mausner, B. (1954). “The Effect of Prior Reinforcement on the Interaction of Observer Pairs,” Journal of Abnormal and Social Psychology 49, 65–68.

    Google Scholar 

  • Maznevski, M. L. and K. M. Chudoba. (2000). “Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness,” Organization Science 11 (5), 473–492.

    Google Scholar 

  • Moore, D. A., T. R. Kurtzberg, L. L. Thompson, and M. W. Morris. (1999). “Long and Short Routes to Success in Electronically Mediated Negotiations: Group Affiliations and Good Vibrations,” Organizational Behavior and Human Decision Processes 77 (1), 22–43.

    Google Scholar 

  • Moscovici, S. (1980). “Toward a Theory of Conversion Behaviour,” in L. Berkowitz (ed.), Advances in Experimental Social Psychology, vol. 13, New York: Academic Press.

    Google Scholar 

  • Mugny, G. and J. A. Perez. (1991) The Social Psychology of Minority Influence. Cambridge: Cambridge University Press.

    Google Scholar 

  • Nemeth, C. J., M. Swedlund, and B. Kanki (1974). “Patterning of the Minority's Responses and Their Influence on the Majority,” European Journal of Social Psychology 4 (1), 53–64.

    Google Scholar 

  • Nemeth, C. J. and J. Wachtler. (1974). “Creating the Perceptions of Consistency and Confidence: A Necessary Condition for Minority Influence,” Sociometry 37 (4), 529–540.

    Google Scholar 

  • Nemeth, C. J. and J. Wachtler. (1983). “Creative Problem Solving as a Result of Majority vs. Minority Influence,” European Journal of Social Psychology 13 (1), 45–55.

    Google Scholar 

  • Nemeth, C. J. (1986). “Differential Contributions of Majority and Minority Influence,” Psychological Review 93 (1), 23–32.

    Google Scholar 

  • Nohria, N. and R. Eccles. (1992). “Face-to-Face: Making Network Organizations Work,” in N. Nohria and R. G. Eccles (eds.), Networks and Organizations. Boston, MA: Harvard Business School Press, 288–308.

    Google Scholar 

  • Nunamaker, J. F., R. O. Briggs, D. D. Mittleman, D. R. Vogel, and P. A. Balthazard. (1997). “Lessons from a Dozen Years of Group Support Systems Research: A Discussion of Lab and Field Findings,” Journal of Management Information Systems 13 (3), 163–207.

    Google Scholar 

  • Peterson, E. and L. Thompson, (1997). “Negotiation Teamwork: The Impact of Information Distribution and Accountability on Performance Depends on the Relationship among Team Members,” Organizational Behavior and Human Decision Processes 72 (3), 364–383.

    Google Scholar 

  • Platt, L. (1999). “Virtual Teaming: Where Is Everyone?,” The Journal for Quality and Participation 22 (5), 41–43.

    Google Scholar 

  • Qureshi, S. and I. Zigurs. (2001). “Paradoxes and Prerogatives in Global Virtual Communication,” Communications of the ACM 44 (12), 85–88.

    Google Scholar 

  • Redding, S. G. and M. Ng. (1982). “The Role of 'Face' in the Organizational Perceptions of Chinese Managers,” Organizational Studies 3 (3), 201–219.

    Google Scholar 

  • Rinehart, L. M. and D. J. Closs. (1991). “Implications of Organizational Relationships, Negotiator Personalities and Contract Issues on Outcomes in Logistics Negotiations,” Journal of Business Logistics 12 (1), 123–145.

    Google Scholar 

  • Robinson W. and V. Volkov. (1998). “Supporting the Negotiations Life Cycle,” Communications of the ACM 41 (5), 95–102.

    Google Scholar 

  • Sarker, S., F. Lau, and S. Sahay. (2001). “Using an Adaptive Grounded Theory Approach for Inductive Theory Building About Virtual Team Development,” Database for Advancement in Information Systems 32 (1), 38–56.

    Google Scholar 

  • SEB. 2002. Search eBusiness.com http://searchebusiness.techtarget.com/sDefinition/0,,sid19_gci500305,00.html

  • Siegel, S. and L. E. Fouraker. (1960). Bargaining and Group Decision-Making: Experiments in Bilateral Monopoly. New York: McGraw-Hill.

    Google Scholar 

  • Spector, B. (2000). “Negotiation Consulting,” American Behavioral Scientist 43 (10), 1681–1703.

    Google Scholar 

  • Tan, B. C. Y., K. K. Wei, and R. T. Watson. (1993). “Neutralizing Status Influence: An Empirical Study with a Group Support System,” Proceedings of the 14th International Conference on Information Systems, Atlanta, 77–90.

  • Thompson, L. (1990). “Negotiation Behavior and Outcomes: Empirical Evidence and Theoretical Issues,” Psychological Bulletin 108 (3), 515–532.

    Google Scholar 

  • Thompson, L., K. L. Valley, and R. M. Kramer. (1995). “The Bittersweet Feeling of Success: An Examination of Social Perception in Negotiation,” Journal of Experimental Social Psychology 31 (6), 467–492.

    Google Scholar 

  • Thompson, L., E. Peterson, and S. Brodt. (1996). “Team Negotiation: An Examination of Integrative and Distributive Bargaining,” Journal of Personality and Social Psychology 70 (1), 66–78.

    Google Scholar 

  • Thompson L. and J. Nadler. (2002). “Negotiating via Information Technology: Theory and Application,” Journal of Social Issues 58 (1), 109–124.

    Google Scholar 

  • Townsend, A. M., S. M. DeMarie, and A. R. Hendrickson. (1998). “Virtual Teams: Technology and the Workplace of the Future,” Academy of Management Executive 12 (3), 17–29.

    Google Scholar 

  • White, K. and R. Leifer. (1986). “Information Systems Development Success: Perspectives From Project Team Participants,” MIS Quarterly 10 (3), 210–224.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Information Systems, City University of Hong Kong, Tat Chee Avenue, Kowloon, Hong Kong

    Robert Davison

  2. School of Accounting, Information Systems, and Business Law, Washington State University, Pullman, WA, 99164, USA

    Mark Fuller & Andrew Hardin

Authors
  1. Robert Davison
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Mark Fuller
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Andrew Hardin
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

About this article

Cite this article

Davison, R., Fuller, M. & Hardin, A. E-Consulting in Virtual Negotiations. Group Decision and Negotiation 12, 517–535 (2003). https://doi.org/10.1023/B:GRUP.0000004256.03294.e3

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1023/B:GRUP.0000004256.03294.e3

Search

Navigation