Negotiation processes and outcomes in prosocially and egoistically motivated groups

Bianca Beersma*, Carsten K W De Dreu

*Corresponding author for this work

Research output: Contribution to JournalArticleAcademicpeer-review


This experiment examined the effects of motivational orientation (prosocial versus egoistic) on interpersonal trust, negotiation behavior, amount of impasses, and joint outcomes in three-person negotiations. Students participated in a joint venture negotiation, in which motivational orientation was manipulated by allocating individual incentives (egoistic motive) vs. team incentives (prosocial motive). Results indicated that prosocially motivated negotiators achieved more integrative agreements and fewer impasses, and reported higher trust, more problem solving, and less contending behavior than egoistically motivated negotiators. Hierarchical regression suggested that the finding that prosocial groups achieved higher joint outcomes can be explained by higher levels of trust, more problem solving behavior, and less contending behavior in prosocial groups.

Original languageEnglish
Pages (from-to)385-402
Number of pages18
JournalInternational Journal of Conflict Management
Issue number4
Publication statusPublished - 1999


Dive into the research topics of 'Negotiation processes and outcomes in prosocially and egoistically motivated groups'. Together they form a unique fingerprint.

Cite this