Negotiation: Overview of Theory and Research
Pfeffer (1993) argues that the success of a discipline can be measured by the degree of internal consistency and paradigm development. Negotiation as a subfield of organizational behavior nearly meets all of Pfeffer’s criteria. The suggested criteria by Pfeffer includes:
• The proportion of PhD graduates employed in university teaching • The percentage of references in published works that were themselves
published in the preceding five years • The length of the longest chain of courses in a department, where a
chain is defined as a course being a prerequisite to another course and that course being a prerequisite to another course and so on
• The preference for and use of graduate students and assistants in the research process
Unlike so many areas of research, negotiation has proliferated across a large body of social scientific inquiry. What is the key to the long-standing success of negotiation as a topic of scholarly inquiry? In this opening chapter, we identify five key reasons that sustain and grow negotiation as a field: adaptive supply and demand, clear and compelling dependent measures, underperformance by people who are highly motivated, pressing need for best practices, and the culture of the community of scholars.