L'impact de la formation sur la gestion du dilemme du négociateur : implications organisationnelles

Managing the negotiator's dilemma : organizational and individual implications : testing the negotiation knowledge increase impact on cooperation increase in intra-organizational negotiation

• Auteur / Autrice : Cherine Soliman
• Direction : Mathieu Detchessahar, Arnaud Stimec, Nicolas Antheaume
• Type : Thèse de doctorat
• Discipline(s) : Sciences de gestion
• Date : Soutenance en 2011
• Etablissement(s) : Nantes
• Partenaire(s) de recherche : autre partenaire : Université de Nantes. Faculté des sciences économiques

Mots clés

Mots clés contrôlés

Formation du personnel

Négociations collectives

Comportement organisationnel

Résumé

Literature supports the idea that dilemma exists and is of crucial importance. What would be important though is how to manage it. At this point the question becomes: how to promote and sustain a cooperative negotiation style in intra-organizational negotiations? Literature suggested studying the impact of negotiation knowledge increase on negotiation behaviors. To explore this hypothesis, we conducted a qualitative methodology research, on 75 professionals, representing multiple educational backgrounds, and each working in a different industrial sector, over a period of six months. We tested and evaluated negotiation behaviors before and throughout the entire duration, looking for behavioral change/development if any; linked to the introduction of knowledge through training. At the end of the six months we reached a number of conclusions, among the most important we found a positive relation between negotiation knowledge increase and cooperation in negotiation. These results opened the door towards questions which took us inside the organization. We draw analysis on the mutuel impact of the newly trained staff and their organizations. To achieve this we chose qualitative methodology again, with a combination of interviews, on-site observations and focus groups with 10 participants, males and female, middle to top management positions, different educational backgrounds and different working sectors, for another nine months. Results show a continuation of training impact, behavioral increase towards cooperative attitudes, but most importantly that organizations in order to capitalize on training value and capture on the organizational learning need to conceive and treat negotiation as a process and no a soft skill.