We examine how a specific type of within-team role differentiation—namely, the “good cop/bad cop” negotiation strategy—impacts value creation in negotiations with integrative potential. We theorize and test that the “good cop/bad cop” role differentiation strategy can influence how value is created in inter-team negotiations. The results of four team-on-team negotiation experiments show that greater value (i.e., greater joint gains) is created when one team uses the “good cop/bad cop” strategy and that the team employing this strategy claims more of the value created than the other team. These findings advance our understanding of how negotiation teams can be structured to affect negotiation processes and outcomes.
