Outcome alternatives and value as criteria for multistrategy evaluations.

Abstract

This study examined the impact of some basic exchange-theory variables, (i.e., outcome alternatives and outcome value) on multistrategy evaluations in a conflict; setting.Using a roleplaying simulation method, 320 college students took the position of an employee in conflict with an employer and evaluated their own likelihood of adopting four strategies suggested by exchange-theory schemes: self-enhancement, threat to leave, coalition with other employees, and conflict avoidance.A 2 × 2 × 2 × 2 factorial design manipulated self's (employee) outcome alternatives, self's (employee) outcome value, other's (employer) outcome alternatives, and other's (employer) outcome value.The results showed that outcome alternatives and outcome value have differential effects on strategy evaluations.The results generally support predictions implied by the Blau and Emerson analyses of power relations and a subjective probability of success interpretation suggested by Kipnis's "treatment of choice" metaphor.