Integrative Interests? Building a Bridge
Between Negotiation Research
and the Dynamic Organization
Kathleen M. O'Connor
Wendi L. Adair
In this chapter we explore the potential link between theory and research on negotiation with the concept of dynamic organizations. The drive to constantly reinvent their organizations and reshape their markets requires members of dynamic organizations to innovate, collaborate, redeploy, and take initiative. Coincidentally, these are the kinds of activities that negotiators must be ready to undertake if they are to craft-high value, durable deals. In the first half of the chapter, we draw connections between the demands facing members of dynamic organizations and the skills necessary for effective negotiation. In the second half, we consider whether the existence of agile organizations holds any implications for negotiation scholars. We offer some thoughts on how negotiation research might incorporate the dynamism that distinguishes dynamic organizations from other organizations. Along the way we raise a number of questions for future study.
Maintaining a competitive advantage is every firm's goal. What separates dynamic organizations from the pack, however, is that they pursue their aims by continuously reinventing themselves and their marketplaces (Hamel, 2000). In the first chapter of this volume, Dyer argues that dynamic organizations do not just keep pace with changes in their competitive environments, but they reinvent those marketplaces to maximize their edge. This requires them to continuously change the rules of the competitive game, to aggressively exploit emerging opportunities, and to adapt quickly to unanticipated events in the marketplace (Dyer, chapter 2, this volume). And the people who work in these organizations must have the necessary skills and tools to re fine their business processes, product lines, marketing plans, or investment strategies to address the challenges and opportunities the marketplace presents.