ABSTRACT
Over the years, scholars have had frequent occasion to observe that moods and emotions are vital for understanding the negotiation process, simultaneously lamenting on the paucity of empirical evidence (see reviews by Barry, 1999; Barry, Fulmer, & Goates, 2006; Barry, Fulmer, & van Kleef, 2004; Barry & Oliver, 1996; Fisher & Shapiro, 2005; Kumar, 1997; Thompson, Neale, & Sinaceur, 2004). Trying to account for negotiator behavior while neglecting a role for affect was always problematic. However, changes in 21st century business have created an environment in which it is no longer possible to emphasize rational decision making at the expense of the emotional negotiator (Thompson, Nadler, & Kim, 1999). Many attributes of this new landscape will be apparent to all, although their implications for affect may not be widely understood. Let us consider just three of these.
