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            <title xml:lang="fr">De l’inconstance du style de négociation chez les jeunes commerciaux</title>
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            <idno type="halRefHtml">&lt;i&gt;Négociations&lt;/i&gt;, 2016, 26 (2), pp.103. &lt;a target="_blank" href="https://dx.doi.org/10.3917/neg.026.0103"&gt;&amp;#x27E8;10.3917/neg.026.0103&amp;#x27E9;&lt;/a&gt;</idno>
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                <title xml:lang="fr">De l’inconstance du style de négociation chez les jeunes commerciaux</title>
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                <title level="j">Négociations</title>
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                <term xml:lang="en">competition</term>
                <term xml:lang="en">collaboration</term>
                <term xml:lang="en">training</term>
                <term xml:lang="en">negotiation style</term>
                <term xml:lang="en">business negotiation</term>
                <term xml:lang="fr">formation</term>
                <term xml:lang="fr">collaboration</term>
                <term xml:lang="fr">compétition</term>
                <term xml:lang="fr">style de négociation</term>
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              <p>How do young negotiators approach their negotiations? Between a social pressure that urges collaboration, the expectations and culture of their company, and their fears regarding confrontation and the necessary results, where can they find their personal style? This article looks critically at several points supporting such a paradox: sometimes contradictory factors of influence, heterogeneous attitudes, a questionable ability to adapt and adopt a more efficient style.An empirical study conducted with over 180 young negotiators shows that the development of a particular negotiation style is difficult. The existence of a “soft” plurality of styles suggests the benefit to be derived from more managerial support to expand the range of capabilities of youngnegotiators.</p>
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              <p>Comment les jeunes négociateurs perçoivent-ils leur propre style en négociation ? Entre une pression sociale qui tend à les pousser à devenir collaboratifs, les attentes et la culture de leur entreprise, leur crainte face à la confrontation et aux nécessaires résultats, quelle place leur style personnel peut-il trouver ? Cet article vise à porter un regard critique sur plusieurs points soutenant une telle injonction paradoxale : des facteurs d’influence parfois contradictoires, des attitudes a priori peu homogènes, une capacité discutable à s’adapter et adopter un style plus efficace.Une étude empirique menée avec plus de 180 jeunes négociateurs montre que la détermination d’un style de négociation particulier n’est pas aisée. L’existence d’une pluralité « molle » des styles incite plutôt à suggérer plus d’accompagnement managérial pour élargir la palette des capacités des jeunes négociateurs.</p>
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