The effects of anger on negotiations over mergers and acquisitions

Conclusion The practical implications that have been drawn from this analysis of anger in mergers and acquisitions negotiations are just a few of the many that could be identified and further developed from future research. Future studies of conflict behavior can profitably go beyond the narrow focus on anger used here to consider other emotions and related states, such as fear, resentment, gratitude, guilt, or stress. Scholars and negotiators should be mindful not to ignore emotional factors in negotiation simply because emotions and their causes are complex. As I pointed out earlier, emotions are an integral part of the way human beings approach many conflict situations. Those of us who are interested in resolving disputes can only benefit by gaining a better understanding of emotions, the factors that trigger them, and their consequences.Joseph P. Daly is Assistant Professor in the Department of Management, Walker College of Business, Appalachian State University, Boone, N.C. 28608. He is nearing completion of his doctoral studies in organizational behavior at the Kellogg Graduate School of Management, Northwestern University.This study was supported by a grant from the Dispute Resolution Research Center (DRRC) at North-western University. An earlier version of the paper appeared in the DRRC's working paper series as Working Paper Number 43.The author is indebted to the following for their suggestions on the research and writing of this paper: Bob Bies, Denise Rousseau, Jerry Fox, Tom Tripp, and Max Bazerman.