Likemanyinterpersonalprocesses(e.g.

Likemanyinterpersonalprocesses(e.g.group/teamdevelopment,problemsolving,
decisionmaking)(BrunerandPomazal,1988;Cowan,1986),theearlystagesofthe
negotiationprocessoftenportendhowsucceedingstageswillunfoldand,ultimately,
theoutcomeoftheinteraction(BuelensandVanPoucke,2004;CurhanandPentland,
2007;Magee etal.,2007;PattonandBalakrishnan,2010;Wheeler,2004).Thatis,these
earlystageslaythegroundworkfortheproposal,request,complaint,demand,
suggestion,orfavorthatanindividualhopeswillsatisfytheneed,whichpromptedthe
interpersonalencounter.
Formostindividuals,however,initiatinganegotiation(andaskingforwhatone
wants,inparticular)isatleastanoccasionalchallenge,whileformanyothersinitiation
isachronicissue(Miles,2010;Small etal.,2007).Forexample,studiesofsalary
negotiationshaveshownthatindividualsoftendonotinitiatecompensation
discussions,despitethefactthatthesediscussionsfrequentlyproducehighersalaries
(BabcockandLaschever,2003;Babcock etal.,2003;Bowles etal.,2007;Gerhartand
Rynes,1991).Furthermore,therearetypicallymanyadditionalopportunitiesfor
individualstonegotiatespecialdealsoncetheyhavebeenhiredbyanorganization(e.g.
?exibleworkhours,internationalworkassignments,specializedtraining),whichthey
oftenfailtodo(Rousseau,2005).Interdepartmentalnegotiations(e.g.cross-functional
teamprojects,reorganizations)andinter-organizationalnegotiations(e.g.mergers,
tradeagreements)alsocansufferwhenoneormorepartiesisreluctanttoinitiate.
Muchoftheresearchonnegotiationhasassumedthatthepartieswillengageone
anothertodiscusstheirwantsandneeds.Consequently,thefocusofthisresearchoften
hasbeenonthetacticalmanagementofissues,proposals,andagreementstoachievea
favorableorintegrativeoutcome(Lewicki etal.,2009;Thompson,2009).Yetfailureto
initiatecanadverselyaffectallparties,limitingtheirunderstandingofimmediateand
extendedissueswhiledenyinganoutcomethatismutuallybene?cial.Organizations
losetalentedemployeeswhofearaskingforaraise,companieslosecustomers/clients
whochooseavoidanceorwithdrawaloverinitiation,etc.(Harveyetal.,2004;Huppertz,
2003).
Thepurposeofthispaperistoexaminetheeffectsoftwosetsoffactorsonan
individual’spropensitytoinitiatenegotiations–attituderegardingbehavioral
appropriateness,andpersonality.Usingasurveyresearchapproach,propriety(asa
functionofsixculturalvariables)andpersonalitycharacteristics(riskpropensity,
locusofcontrol,self-ef?cacy,Machiavellianism)wereassessed,alongwithboth
general(e.g.assertiveness)andspeci?cmeasuresofpropensitytoinitiate.Through
regressionanalyzes,thosefactorsmostsigni?cantlyrelatedtothesemeasuresof
propensitytoinitiateanegotiationweredetermined.Thepaperconcludeswitha
discussionoftheimplicationsofthese?ndingsfornegotiatorsandfutureresearch.

Hasil (Bahasa Indonesia) 1:

Likemanyinterpersonalprocesses (e.g.group teamdevelopment, mengatasi masalah,dimainkannya) (BrunerandPomazal, 1988;Cowan, 1986), theearlystagesofthenegotiationprocessoftenportendhowsucceedingstageswillunfoldand, pada akhirnya,theoutcomeoftheinteraction (BuelensandVanPoucke, 2004;CurhanandPentland,2007;Magee etal., 2007;PattonandBalakrishnan, 2010;Wheeler, 2004).Thatis, iniearlystageslaythegroundworkfortheproposal, permintaan, keluhan, permintaan,saran, orfavorthatanindividualhopeswillsatisfytheneed, whichpromptedtheinterpersonalencounter.Formostindividuals, namun, initiatinganegotiation (andaskingforwhatonekeinginan, inparticular) isatleastanoccasionalchallenge, whileformanyothersinitiationisachronicissue (mil, 2010;Kecil etal., 2007).Forexample, studiesofsalarynegotiationshaveshownthatindividualsoftendonotinitiatecompensationdiskusi, despitethefactthatthesediscussionsfrequentlyproducehighersalaries(BabcockandLaschever, 2003;Babcock etal., 2003;Bowles etal., 2007;GerhartandRynes, 1991).Selain itu, therearetypicallymanyadditionalopportunitiesforindividualstonegotiatespecialdealsoncetheyhavebeenhiredbyanorganization (misalnya? exibleworkhours, internationalworkassignments, specializedtraining), whichtheyoftenfailtodo(Rousseau,2005).Interdepartmentalnegotiations(e.g.Cross-functionalteamprojects, reorganizations) andinter-organizationalnegotiations(e.g.mergers,alsocansufferwhenoneormorepartiesisreluctanttoinitiate tradeagreements).Muchoftheresearchonnegotiationhasassumedthatthepartieswillengageoneanothertodiscusstheirwantsandneeds.Akibatnya, thefocusofthisresearchoftenhasbeenonthetacticalmanagementofissues, proposal, andagreementstoachieveafavorableorintegrativeoutcome (Lewicki etal., 2009;Thompson, 2009).Yetfailuretoinitiatecanadverselyaffectallparties, limitingtheirunderstandingofimmediateandextendedissueswhiledenyinganoutcomethatismutuallybene?cial.organizationslosetalentedemployeeswhofearaskingforaraise, companieslosecustomers klienwhochooseavoidanceorwithdrawaloverinitiation, dll (Harveyetal., 2004;Huppertz,2003).Thepurposeofthispaperistoexaminetheeffectsoftwosetsoffactorsonanindividual'spropensitytoinitiatenegotiations-attituderegardingbehavioralkelayakan, andpersonality.Usingasurveyresearchapproach, kepatutan (asaandpersonalitycharacteristics functionofsixculturalvariables) (riskpropensity,locusofcontrol, diri-ef? cacy, Machiavellianism) wereassessed, alongwithbothUmum (e.g.assertiveness) andspeci? cmeasuresofpropensitytoinitiate.Melaluiregressionanalyzes, thosefactorsmostsigni? cantlyrelatedtothesemeasuresofpropensitytoinitiateanegotiationweredetermined.Thepaperconcludeswithadiscussionoftheimplicationsofthese? ndingsfornegotiatorsandfutureresearch.

Hasil (Bahasa Indonesia) 2:

Likemanyinterpersonalprocesses(eggroup/teamdevelopment,problemsolving,
decisionmaking)(BrunerandPomazal,1988;Cowan,1986),theearlystagesofthe
negotiationprocessoftenportendhowsucceedingstageswillunfoldand,ultimately,
theoutcomeoftheinteraction(BuelensandVanPoucke,2004;CurhanandPentland,
2007;Magee etal.,2007;PattonandBalakrishnan,2010;Wheeler,2004).Thatis,these
earlystageslaythegroundworkfortheproposal,request,complaint,demand,
suggestion,orfavorthatanindividualhopeswillsatisfytheneed,whichpromptedthe
interpersonalencounter.
Formostindividuals,however,initiatinganegotiation(andaskingforwhatone
wants,inparticular)isatleastanoccasionalchallenge,whileformanyothersinitiation
isachronicissue(Miles,2010;Small etal.,2007).Forexample,studiesofsalary
negotiationshaveshownthatindividualsoftendonotinitiatecompensation
discussions,despitethefactthatthesediscussionsfrequentlyproducehighersalaries
(BabcockandLaschever,2003;Babcock dkk, 2003;. Bowles etal.,2007;Gerhartand
Rynes,1991).Furthermore,therearetypicallymanyadditionalopportunitiesfor
individualstonegotiatespecialdealsoncetheyhavebeenhiredbyanorganization(eg
?exibleworkhours,internationalworkassignments,specializedtraining),whichthey
oftenfailtodo(Rousseau,2005).Interdepartmentalnegotiations(egcross-functional
teamprojects,reorganizations)andinter-organizationalnegotiations(egmergers,
tradeagreements)alsocansufferwhenoneormorepartiesisreluctanttoinitiate.
Muchoftheresearchonnegotiationhasassumedthatthepartieswillengageone
anothertodiscusstheirwantsandneeds.Consequently,thefocusofthisresearchoften
hasbeenonthetacticalmanagementofissues,proposals,andagreementstoachievea
favorableorintegrativeoutcome(Lewicki etal.,2009;Thompson,2009).Yetfailureto
initiatecanadverselyaffectallparties,limitingtheirunderstandingofimmediateand
extendedissueswhiledenyinganoutcomethatismutuallybene?cial.Organizations
losetalentedemployeeswhofearaskingforaraise,companieslosecustomers/clients
whochooseavoidanceorwithdrawaloverinitiation,etc.(Harveyetal.,2004;Huppertz,
2003).
Thepurposeofthispaperistoexaminetheeffectsoftwosetsoffactorsonan
individual'spropensitytoinitiatenegotiations–attituderegardingbehavioral
appropriateness,andpersonality.Usingasurveyresearchapproach,propriety(asa
functionofsixculturalvariables)andpersonalitycharacteristics(riskpropensity,
locusofcontrol,self-ef?cacy,Machiavellianism)wereassessed,alongwithboth
general(egassertiveness)andspeci?cmeasuresofpropensitytoinitiate.Through
regressionanalyzes,thosefactorsmostsigni?cantlyrelatedtothesemeasuresof
propensitytoinitiateanegotiationweredetermined.Thepaperconcludeswitha
discussionoftheimplicationsofthese?ndingsfornegotiatorsandfutureresearch.