The purpose of this paper is to explore how negotiation teams can rely on social networks to enhance their performance at the table.
The paper examines the impact of social relations on team performance in the negotiation task. It conducts a selective review and integration of negotiation, small group and social network research.
The paper's main argument is that teams can rely on social relations to locate and get hold of resources that will augment their ability to manage the bargaining process. To tap into the value of social networks, teams need to look beyond their internal processes and develop strategies that actively manage their environment. The paper examines three such strategies: membership change, knowledge acquisition, and ambassadorial activity.
The paper outlines a relational approach to team negotiation. This approach has the potential to improve team negotiation practice by opening up a new way to design and manage negotiation teams.
