Group Decision and Negotiation

, Volume 20, Issue 3, pp 293–314

Negotiation in Strategy Making Teams: Group Support Systems and the Process of Cognitive Change

Authors

    • Strathclyde Business School
  • Colin Eden
    • Strathclyde Business School
Article

DOI: 10.1007/s10726-008-9133-y

Cite this article as:
Ackermann, F. & Eden, C. Group Decis Negot (2011) 20: 293. doi:10.1007/s10726-008-9133-y

Abstract

This paper reports on the use of a Group Support System (GSS) to explore at a micro level some of the processes manifested when a group is negotiating strategy—processes of social and psychological negotiation. It is based on data from a series of interventions with senior management teams of three operating companies comprising a multi-national organization, and with a joint meeting subsequently involving all of the previous participants. The meetings were concerned with negotiating a new strategy for the global organization. The research involved the analysis of detailed time series data logs that exist as a result of using a GSS that is a reflection of cognitive theory.

Keywords

NegotiationGroup support systemsStrategy making

Copyright information

© Springer Science+Business Media B.V. 2008