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A six‐day negotiation simulation was developed from newspaper articles and interviews with elected officials. In this integrative bargaining exercise, participants assume the role of either the Richland Town Board or the River City Mayor's Office and attempt to resolve a conflict between the two governments. Several homeowners in the unincorporated town of Richland have had their wells fail and have asked to annex into River City. Richland officials want to stop such annexations and instead purchase water from River City. River City officials want to annex as much of Richland as possible and prevent it from incorporating. Both sides are provided with common information as well as confidential information. Using their information, they must negotiate over several days, seeking an agreement that addresses each side's interests and concerns.

This research aims to examine how credence, search and experience attributes compete with suggestive brand names that are incongruent with the attributes they cue (e.g. expensive EconoLodge Motel, short-lasting Duracell battery and joint-stiffening JointFlex pill).

This study relies on experimental studies, together with analyses of variance, t-tests and logistic regressions.

Incongruent suggestive brand names can distort product evaluations and alter perceptions of product performance in joint product judgments involving contradictory credence attributes; they can misdirect product evaluations even if the search attributes conflict with competitor brands. Furthermore, they are more likely to backfire if contradictory experience attributes are readily available to consumers.

This test of the role of incongruence between suggestive brand names and actual product features includes key concepts that can inform continued studies, such as search attributes that consumers can readily observe, experience attributes that can be observed only after product use and credence attributes that might not be observed even after use.

This study provides applicable guidelines for managers, consumers and policymakers.

The findings expand beyond prior literature that focuses on memory-based, separate evaluations of advertised benefits and inferences or expectations of unavailable attributes. Specifically, this study details the implications of congruence between the suggestive brand names and different types of attributes observable at different consumption stages.

The purpose of this paper is to investigate the prevalence and influence of social network website (SNW) content about alcohol use and abuse on job applicant reactions to their prospective immediate supervisor and toward applying for the job.

In Study 1, raters coded photographs and photo captions found on 1,048 personal SNWs of US managers or business owners. Approximately 22 percent of managers’ personal SNWs contained references to alcohol, providing a base rate large enough to warrant further research. In Study 2, laboratory experiment participants saw a fictitious company’s website including a professional managerial profile. A 3 × 3 factorial design then varied whether the prospective manager’s comments on his personal SNW emphasized professional activities, social drinking, or alcohol abuse; also, the manager’s friends’ comments emphasized work activities, social drinking, or alcohol abuse. A control group did not see a personal SNW.

Alcohol abuse information on personal SNWs – whether posted by the manager or by the manager’s friends – negatively affected attitudes toward the manager. Alcohol abuse information posted by the manager (but not by the manager’s friends) decreased the willingness of participants to apply for the position. These findings were consistent with the Brunswick Lens Model and the warranting hypothesis.

This is the first study to investigate managerial SNW content and it effects upon prospective job seekers’ attitudes.

The present study attempted to replicate the findings of Kolb's research identifying two groups of mediators, which she labeled “Dealmakers” and “Orchestrators.” Seventy‐seven mediators were presented with a written dispute and asked to react the likelihood that they would use each of nine different mediation techniques. The techniques corresponded to Sheppard's taxonomy of Process Control, Content Control, and Motivational Control techniques. They also rated the perceived effectiveness of each of these three types of control with the dispute. Based upon their responses, the mediators were separated into groups using average‐link cluster analysis. The results suggested four clusters: Cluster 1 members corresponded to Kolb's “Dealmakers,” relying upon Process, Content, and Motivational Control techniques. Cluster 2 members did not correspond to either of Kolb's classifications, choosing to use Content and Motivational Control strategies. Cluster 3 members were similar to Kolb's “Orchestrators;” members of this cluster relied upon Process and Content Control techniques only. Cluster 4 members were reluctant to use any of the control strategies. These findings suggest a partial replication and extension of Kolb's initial work. Implications for future research are discussed.

The present paper reviews the research literature on trust in bargaining and mediation. Several models of trust within the bargaining process are also described. It is concluded that trust means different things, depending upon the relationship under investigation. Trust among negotiators can refer to a personality trail (how trusting a negotiator is of others) or to a temporary state. Within the state perspective, trust often refers to one of three orientations: (1) cooperative motivational orientation (MO), (2) patterns of predictable behavior, (3) a problem‐solving orientation. Trust between a negotiator and constituents usually refers to a cooperative MO (i.e., shared loyalty) between these two groups. The addition of a mediator can impact both the opposing negotiators' relationship and each negotiator‐constituent relationship; the mediator also has direct and indirect relationships with the parties and their constituents. Future directions for research on trust are identified.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

In recent years, electronic performance monitoring (EPM) has increased dramatically. The managerial decision to implement an EPM system is important for it has significant implications for an organization. Even so, little attention has been paid by researchers to this decision. The present paper reviews the published research on EPM and identifies factors that probably impact this decision. A model is offered to help researchers identify relevant psychological and organizational variables that may impact the decision to implement an EPM system. Psychologically, issues of trust, privacy, social facilitation, justice beliefs and stress reactions must be considered. Organizationally, a firm's Human Resource strategy, organizational culture, and anticipated consequences of EPM (i.e., increasing performance, reducing theft) are also discussed.

In 1984, Local P‐9 of the United Food and Commercial Worker's Union (UFCW) launched a publicity campaign to protest wage cuts at the George A. Hormel Company of Austin, Minnesota. This corporate campaign was followed in August, 1985, by a bitter strike. After P‐9 had been striking for nearly a year, the international officers of the UFCW placed the local P‐9 union in trusteeship, replaced its officers, and negotiated a new labor contract.

In a simulated organizational conflict, concession behavior by a negotiator's opponent was manipulated to examine how subsequent third party intervention would influence negotiator perceptions of process control, decision control, distributive justice, and the third party. Negotiators whose opponents made large concessions reciprocated by also making large concessions, suggesting a high level of movement toward agreement by the disputants; subjects whose opponents made few concessions reciprocated in kind, resulting in little movement toward agreement. Third parties, however, imposed outcomes on all negotiators prior to negotiated agreements. Perceptions of decision control, distributive justice, and the necessity of third party intervention were influenced by whether disputants were close to reaching an agreement on their own or not. Outcome imposed by the third party influenced almost all measures. The study suggests that behavior by the disputants (in the form of movement toward agreement), and not just behavior by the third party, can influence ratings of both procedures and outcomes.