Journal articles on the topic 'International negotiation'
To see the other types of publications on this topic, follow the link: International negotiation.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'International negotiation.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Fang, Tony, Josephine Schaumburg, and Daniella Fjellström. "International business negotiations in Brazil." Journal of Business & Industrial Marketing 32, no. 4 (May 2, 2017): 591–605. http://dx.doi.org/10.1108/jbim-11-2016-0257.
Full textAbstract:
Purpose The purpose of this study was to explore an innovative strategy for studying the Brazilian negotiator’s unique and paradoxical characteristics from a cultural point of view to acquire a better understanding of the nature of international business negotiations in Brazil. Design/methodology/approach The study is of a qualitative nature, using a multiple-case study design at three levels (small-, medium- and large-scale negotiations). Interviews were conducted with Brazilian and German managers to capture the emic–etic view of the Brazilian negotiator. The Strategic Trinity Model was developed to assess the behavior of the Brazilian negotiator in agreement with three metaphors: “African Capoeirista”, “Portuguese Bureaucrat” and “Indigenous Warrior”. Findings The three roles “African Capoeirista”, “Portuguese Bureaucrat” and “Indigenous Warrior” comprised similar as well as contradicting characteristics. The Brazilian negotiator chose naturally and even paradoxically from these role features, effectively negotiating any given situation, context and time. During the pre- and post-negotiation phases, traits of the “African Capoeirista” and “Indigenous Warrior” were the most salient. During the formal negotiation phase, however, the characteristics of the “African Capoeirista” and “Portuguese Bureaucrat” dominated. Research limitations/implications International business negotiations in Brazil call for an in-depth comprehension of the paradoxical roles that local negotiators take on to achieve better negotiation outcomes. Originality/value The present study unveiled the contradicting Brazilian negotiating style in international business negotiations, thus acquiring a better understanding of the negotiation process in the Brazilian market.
2
PELECKIS, Kęstutis. "INTERNATIONAL BUSINESS NEGOTIATION STRATEGIES BASED ON BARGAINING POWER ASSESSMENT: THE CASE OF ATTRACTING INVESTMENTS." Journal of Business Economics and Management 17, no. 6 (December 21, 2016): 882–900. http://dx.doi.org/10.3846/16111699.2016.1233511.
Full textAbstract:
At present business solutions are used for development and implementation of negotiating strategies for international business, which are not universally suitable for business development in all situations in context of globalization, with current challenges, which are characterized by increasing risk, uncertainty and cultural differences. The purpose of the research is to provide a theoretical model for developing and implementing international business negotiation strategies, based on bargaining power assessment, as well as to conduct an experiment and test the suitability and adaptability of the developed model in an international business negotiation situation – in case of attracting investments. Research methods – scientific literature analysis, comparative, logical analysis and synthesis, comparative and generalisation methods, mathematical and statistic data analysis methods. According to the results, the developed model can be used to reinforce international business negotiations and electronic business negotiations, as an independent systemic unit of the negotiation process (a measure that is autonomous or requires only partial intervention of the negotiator).
3
Al-Sharaa, Mohammed Hashim Abdulkareem, and Sanil S. Hishan. "The Impact of Cross-Culture Risk on International Business Negotiations." International Journal of Information Technology Project Management 13, no. 2 (April 1, 2022): 1–13. http://dx.doi.org/10.4018/ijitpm.311850.
Full textAbstract:
International business negotiations face differences between different cultures. Cultural dimensions can affect the negotiation processes that take place between representatives of different cultures in the negotiations. As a result of the cultural difference between the negotiating parties, there may be many misunderstandings. This paper discusses the impact of cultural dimensions on the conduct of international business negotiation processes. Twenty previous studies on international business negotiation and cultural differences were reviewed and analyzed. The Prisma flow diagram chart was used in this study in order to select articles that are relevant and useful for this study. The findings of this study show that preparation for negotiation is one of the most effective methods for the success of international business negotiations. We advise future researchers to focus on the positive aspect of the impact of cultural differences on international business
4
Wang, Yue, Akira Tanaka, and Xiaochun Huang. "From Long-term Contract to Market: An RBC Perspective on International Negotiations of Iron Ore Prices in the Asia-Pacific Region, 2009–2010." International Negotiation 25, no. 2 (May 7, 2020): 345–71. http://dx.doi.org/10.1163/15718069-25131243.
Full textAbstract:
Abstract The collapse of a long-term contract-based (LTC) benchmark system and the rise of a market-based index system in international negotiations of iron ore prices in the Asia-Pacific region has attracted much media attention. However, a systematic analysis of why and how such a change occurred from a negotiation point of view is absent. Drawing upon a relationship-behavior-conditions (RBC) perspective from the international business (IB) negotiation literature, this article investigates how negotiations between parties unfolded during the 2009–2010 period. Specifically, the article contributes to a deeper understanding of the subject by evaluating the relationships between various negotiating parties, investigating some intriguing behaviors by negotiating parties, and identifying important conditions surrounding the negotiation process. The case of iron ore price negotiation also offers a vehicle to advance the RBC perspective in untangling complex IB negotiation problems and generate some broad implications for IB negotiation research and practices.
5
Peleckis, Kęstutis. "Assessment of Bargaining Power in Preparation of International Business Negotiations Strategies: Case of Wholesale Trade." International Letters of Social and Humanistic Sciences 65 (December 2015): 1–15. http://dx.doi.org/10.18052/www.scipress.com/ilshs.65.1.
Full textAbstract:
Recently businesses need to find the new ways to ensure business growth and competitiveness in the international market. Cultural diversity of international business brings new challenges in the development and implementation of negotiation strategies of businesses, in cooperation with foreign partners. At present business solutions are used for development and implementation of negotiating strategies for international business, which are not universally suitable for business development in all situations in context of globalization, with current challenges, which are characterized by increasing risk, uncertainty and cultural differences. New challenges in international business negotiations are caused by formation of common cultural and information space in a global scale, the new demands for information technology progress in development of international competition and accelerating innovation processes. International business negotiation strategy development and implementation are setting the essential features and causal relations and is relevant in practice by creating in each negotiation case the unique negotiation strategy, focused on maximizing the effectiveness of the international business with the aim of more efficient use of business negotiation potential – the negotiating power. In scientific problem solving it is necessary to offer such instruments, which would take into account bargaining power of participants in negotiations, and would allow real implementation of business strategies and constitute an appropriate contribution to their development. The article aims - to design a theoretical model for preparing and implementing strategies of international business negotiations, based on evaluations of bargaining powers and to verify experimentally its relevance and applicability.
6
Altschul, Carlos. "Internal Coordination in Complex Trade Negotiations." International Negotiation 12, no. 3 (2007): 315–31. http://dx.doi.org/10.1163/138234007x240655.
Full textAbstract:
AbstractComplex trade negotiations call for elaborate internal coordination and adept negotiating actors. In successful cases, these actors develop reciprocal dependent behaviors. Recent business and trade negotiation experiences testify to the development of process mechanisms in a variety of settings that demonstrate the capacity of the negotiators' role to expand. Constraints are acknowledged, essentially, the fact that the negotiator is a mandated agent and acts within a timebound context. Still, as drivers, negotiators practice their trade creatively to promote internal coordination, restructure the context, reframe and help solve micro-negotiation conflicts, and create conditions for the observance of reciprocating behaviors. The French term endroit is used to describe the venue in which collaborative negotiation is conducted.
7
Crump, Larry. "Tools for Managing Complex Negotiations." International Negotiation 25, no. 1 (January 16, 2020): 151–65. http://dx.doi.org/10.1163/15718069-23031162.
Full textAbstract:
Abstract “Management of complexity” was identified as a paradigm for negotiation analysis 25 years ago. Substantial progress has been made in conceptualizing complex negotiations since, although less has been accomplished with regard to operationalizing that knowledge so that tools can be developed to manage complex negotiations. This article begins by reviewing five separate theoretical frameworks of negotiation complexity and, through this analysis, identifies six significant characteristics of negotiation complexity: party numbers, negotiator roles, external environment, negotiation process, negotiation strategy, and party relations. Operational tools are identified for each variable. On the basis of this analysis, the article concludes by identifying additional tools that could be developed for managing complex negotiations.
8
Foroughi, Abbas. "Minimizing Negotiation Process Losses With Computerized Negotiation Support Systems." Journal of Applied Business Research (JABR) 14, no. 4 (August 29, 2011): 15. http://dx.doi.org/10.19030/jabr.v14i4.5648.
Full textAbstract:
The growing frequency of negotiation situations as well as an increasing complexity of the issues that need to be resolved in a negotiation have generated interest in computer support for negotiation. Negotiation Support Systems (NSS) show potential for alleviating or overcoming major process losses which hinder the effectiveness of negotiations, including the negative effects of cognitive limitations, cognitive biases and dysfunctional socio-emotional aspects of negotiator behavior. This paper gives a brief overview of existing NSS and presents a framework for research in the NSS area, which highlights empirical research, which has already been conducted in this area. Also included is a discussion of future research directions, which are needed in the area of NSS.
9
Kumar, Rajesh, and Gerardo Patriotta. "Culture and International Alliance Negotiations: A Sensemaking Perspective." International Negotiation 16, no. 3 (2011): 511–33. http://dx.doi.org/10.1163/157180611x592978.
Full textAbstract:
AbstractInternational alliance negotiations are now a pervasive feature of the contemporary global economy. As the alliancing firms cross national boundaries to forge cooperative partnerships they face the inevitable necessity of bridging the cultural divide to ensure successful negotiation. Existing research has focused primarily on the impact of national cultural differences in shaping negotiating strategies and ensuing outcomes. Less attention has been paid to how negotiators from different cultures understand and manage the ambiguity of international alliance negotiations. We employ the theoretical lens of sensemaking to understand how negotiators embedded in different cultures manage simultaneously the task and cultural related ambiguity that they are confronted with. This perspective suggests the critical role that ‘tertius iungens’ (the ‘third who joins’) plays in facilitating the negotiation process. The ‘tertius iungens’ represents a form of intermediation that acts as a catalyst in the negotiation process. We propose three alternative types of intermediation, namely, cognitive, affective, and holistic and provide illustrative examples of these types of intermediation. We conclude by highlighting the theoretical and managerial significance of our framework and by suggesting future directions for research.
10
Eklinder-Frick, Jens Ola, and Lars-Johan Åge. "Relational business negotiation – propositions based on an interactional perspective." Journal of Business & Industrial Marketing 35, no. 5 (January 24, 2020): 925–37. http://dx.doi.org/10.1108/jbim-04-2019-0169.
Full textAbstract:
Purpose Historically, a transactional perspective has dominated the business negotiation literature. This perspective includes the notions that business negotiations are a linear process that follows episodic or stage models, business negotiations are geared toward an outcome in the form of a one-time transaction, business negotiations focus on a single negotiator or negotiation in a dyad and the research has historically viewed negotiation as a “zero-sum” game. Inspired by a long tradition of empirical studies of business relationships, there is good reason to apply a conceptual analysis to challenge these four assumptions and propose an alternative view on the negotiation process. The purpose of this paper is to contrast how aspects of business negotiations are commonly conceptualized with the industrial marketing and purchasing (IMP) perspective and develop propositions that will contribute to future research by offering guidelines for the development of business negotiation literature. Design/methodology/approach To contribute to a discussion on the relation between conceptualization and research results, definitions within the existing literature regarding business negotiation are contrasted with similar definitions of concepts from the IMP perspective. Findings Four propositions have been formulated that further the conceptual understanding of business negotiation. Moreover, a need for future methodological deliberations is demonstrated, and suggestions for future research in the field are offered. Originality/value Introducing a relational perspective into the conceptually rather underdeveloped stream of research would help to develop the existing critique within the business negotiation literature of its transactional, linear and dyadic focus.
11
Albin, Cecilia. "The Many Faces of Justice in International Negotiations." International Negotiation 20, no. 1 (March 17, 2015): 41–58. http://dx.doi.org/10.1163/15718069-12341296.
Full textAbstract:
There are a wide range of roles and effects that justice can have in negotiations at the international level. It can be a source of conflict and trigger for negotiation, a referent guiding negotiations, a subject of negotiation, a tool to reach effective agreements, and a tactical tool. Justice can assume any or several of these roles in any one negotiation. This article looks at justice as a lens through which to understand what drives negotiation processes and explains different results in the international arena.
12
Zhang, Bei. "Behavioral Analysis in International Business Negotiations Based on the Bargaining Model of Game Theory." Journal of Mathematics 2021 (December 6, 2021): 1–10. http://dx.doi.org/10.1155/2021/5911347.
Full textAbstract:
In the process of global digital trade rules negotiation, game and cooperation coexist, and all parties are actively seeking cooperative relationship while negotiating game. Against this background, this paper provides a comprehensive overview of the negotiation process of global digital trade rules and analyzes the core issues of the negotiations and their implied political game. This paper firstly compares the core issues of global digital trade rules negotiations at multilateral and regional levels and quantitatively reflects the weighting relationship between core issues and keywords by means of a dynamic thematic model. In order to judge the potential partnership of each country, this paper constructs a theoretical model of partner selection for global digital trade rules negotiation from the perspective of political game and uses the data of 62 major digital trade countries for empirical testing. Compared with traditional trade agreements, the consensus reached in digital trade negotiations is less influenced by traditional economic geography factors and more influenced by the level of digital trade restrictions and political distance. When signing digital trade terms, a country tends to choose countries with similar levels of digital trade restrictions and high political similarity as partners. Financial restrictions and trade restrictions are the most important digital trade restriction factors that countries pay attention to when negotiating, and political stability is the most important political factor that countries pay attention to when negotiating. Compared with developed countries, developing countries pay more attention to market size, cultural differences, and digital infrastructure when negotiating. The formulation of global digital trade rules may follow a reconstructive path from bilateral to regional to multilateral, promoting regional digital trade rule systems at this stage and gradually expanding the scope of negotiations to the multilateral level.
13
Crump, Larry. "Negotiation Process and Negotiation Context." International Negotiation 16, no. 2 (2011): 197–227. http://dx.doi.org/10.1163/138234011x573011.
Full textAbstract:
AbstractThis article examines how external events grounded in a negotiation’s relevant environment (i.e., negotiation context) influence negotiation process and outcome. Multilateral, regional and bilateral environments are examined through linkage theory to gain understanding about the impact of external events or context on negotiation process and outcome. Linkages between a negotiation and its context are examined through five trade negotiations: the WTO Doha round (multilateral-global); the Free Trade Area of the Americas (multilateral-regional); EU‐Mercosur (bilateral-regional); EU‐Chile (bilateral); and US‐Chile (bilateral). In addition to developing greater understanding about the strategic relationship between a negotiation and its context this article establishes a theoretic framework that defines the known universe of linkage dynamics. The impact of multilateral environments on the regional negotiation process and outcome is of particular interest, as is the strategic use of bilateral environments in seeking to achieve multilateral geopolitical ends.
14
Nurhuda, Alfin, ,. Anggit Kusuma Restuaji, and Safira Qori Aminda. "The Concept of Negotiation in International Trade." ASIAN Economic and Business Development 4, no. 1 (June 2, 2022): 1–6. http://dx.doi.org/10.54204/aebd/vol4no1july2022001.
Full textAbstract:
This study discusses the concept of negotiation in international trade. In this case, our research aims to study the concept of negotiation in international trade, especially export and import negotiations. In conducting negotiations, things must be considered in understanding the target foreign market to be achieved. Negotiations that go well will result in an agreement. The methodology in this study uses a descriptive qualitative analysis of content analysis. Regarding the concept of negotiation, there are several important things that need to be considered in starting negotiations, including being able to choose the right time, adequate place and location, creating a positive, relaxed, and understandable atmosphere, setting an agenda to be discussed, and formulating an appropriate offer. . proposed, handle conflicts encountered, communicate well and effectively, improve good listening skills and reach an agreement more quickly and efficiently so that agreement can be reached quickly. We find that in every stage of international trade negotiations there will be two parties who have different points of view so it is the agreement that creates the negotiation.
15
BADALOV, Shahriyar. "ECONOMIC FACTORS AS ONE OF INTERCULTURAL FEATURES NEGOTIATING IN INTERNATIONAL MANAGEMENT." Annals of Spiru Haret University. Economic Series 18, no. 2 (June 29, 2018): 161–71. http://dx.doi.org/10.26458/1828.
Full textAbstract:
Cultural varieties between negotiators are constant in international business negotiation processes. In our modern world, there is a rapid development of international connections in all kind of spheres of human activity. The major aim of this study is to analyse and develop knowledge on the characteristics of intercultural negotiation that will give opportunities to the national representatives to be determined to their particular types of cultures, as well as to endow the characteristics of different countries in some business spheres.On a regular basis, in order to manage the expectations of the other party to the negotiations, it is important to discover the values of the associated partner at the supply stage and to try to manage all the information in the negotiation process, understanding the values and context of the other party involved in the negotiation process in the right place in order to make somewhat useful expectations from the other side, which would help to escape new conflicts in various business bargaining processes.In general, is notable from everyone that culture impacts the time, the style, and the course of the negotiation process. If prevented, cross-cultural connections may weaken an organization’s position in the market, protect it from fulfilling its purposes and eventually lead to reverse of negotiation. The research paper is focused in the scientific discussion part on the impact of intercultural negotiations on the international business environment, it can ensure inspiration and guidance for entrepreneurs, as well as helping them to understand the complexity of economic factors as one of the intercultural negotiating features which is of more interest for the students who are working on cultural diversity and its impact on business. This research thoroughly connects the characteristics of various national cultures with different areas of international business and tries to show the relationship and complexity of international negotiation issues in different contexts. The article should be useful resource for experts, students and researchers who are conducting more research in this sphere.
16
Peleckis, Kęstutis. "International Business Negotiations: Innovation, Negotiation Team, Preparation." Procedia - Social and Behavioral Sciences 110 (January 2014): 64–73. http://dx.doi.org/10.1016/j.sbspro.2013.12.848.
Full text
17
Sigurdardottir, Aldis Gudny, Anna Ujwary-Gil, and Marina Candi. "B2B negotiation tactics in creative sectors." Journal of Business & Industrial Marketing 33, no. 4 (May 8, 2018): 429–41. http://dx.doi.org/10.1108/jbim-10-2016-0232.
Full textAbstract:
Purpose The purpose of this study is to examine the negotiation tactics used in business-to-business (B2B) negotiations in creative sectors and to shed light on some of the characteristics of creative sectors that might drive these behaviors. Design/methodology/approach This is a multiple-case study involving interviews with 18 creative sector negotiators engaged in B2B negotiations. Findings The findings suggest that negotiators in B2B firms in creative sectors use a variety of negotiation tactics to reach agreement, but that there are some differences compared with other sectors. One group of tactics, not represented in existing taxonomies, is identified and termed closure-seeking tactics, referring to tactics intended to speed up the negotiation process and reach agreement as quickly as possible. The reasons for creative sector negotiators’ choice of closure-seeking tactics might stem from their desire to expedite the start of new projects to enable them to fulfill their creative drive. Research limitations/implications In addition to the identification of group of tactics observed in creative sectors, but not anticipated by existing research, the findings indicate that negotiators in creative sectors seem to lack interest in, and expertise for, negotiating and might be driven more by the desire to get on with the creative process than by concerns over monetary gains when negotiating. This could reflect unique characteristics of creative sectors and the people who work in these sectors. Practical implications This work offers new insights and understanding about tactics used in B2B negotiations in creative sectors. These findings have important implications for both practitioners in creative sectors, who might be too eager to reach closure quickly, and practitioners negotiating with firms in creative sectors, who need to understand the unique characteristics of these firms. Originality/value The originality of this work lies in its consideration of tactics used in B2B negotiations in the under-studied context of creative sectors and investigation of the reasons that drive the choice of tactics.
18
Yurtsever, Gülçlimen, Gizem Kurt, and Gungor Hacioglu. "Buyer–Seller Negotiations: A Comparison of Domestic and International Conditions in a Pilot Study with International Business Students." Psychological Reports 106, no. 3 (June 2010): 671–78. http://dx.doi.org/10.2466/pr0.106.3.671-678.
Full textAbstract:
This study examined the differences and similarities between domestic and international negotiations, using Kelley's Negotiation Game to measure the profit achieved. There were 58 participants in the international negotiation sample, 29 Turkish and 29 European students. There were 62 Turkish students in the domestic negotiations. All participants studied business or related topics at a university in Izmir. Student t tests indicated statistically significant differences in scores on misrepresentation of information, interpersonal attraction, peer evaluation of misrepresentation information, and satisfaction between domestic and international negotiations.
19
Faure, Guy Olivier. "Negotiating with Terrorists: The Hostage Case." International Negotiation 8, no. 3 (2003): 469–94. http://dx.doi.org/10.1163/1571806031310752.
Full textAbstract:
AbstractThis article provides an overview of hostage negotiations, drawing upon historical cases and analyzing them from the perspective of negotiation theory. Various situational factors are studied, including the parties involved, hostage taker motivations and profiles, negotiator objectives and what is considered to be negotiable, the issue of legitimacy, and the negotiation context. The article also analyzes the dynamics of the negotiation process, addressing the different phases, hostage attitudes, information gathering, and the role of the media and public opinion. The intercultural and psychological dimensions of hostage negotiation are also addressed. The final section of the article considers end-game scenarios, and assessing the negotiation outcome of such complex and uncertain processes.
20
Zhang, Jing, and Yeli Shi. "The Application of Vague Language in International Business Negotiations from a Cross-cultural Perspective." Theory and Practice in Language Studies 7, no. 7 (July 1, 2017): 585. http://dx.doi.org/10.17507/tpls.0707.13.
Full textAbstract:
in the environment of economic globalization, business negotiation becomes more and more frequent than ever. International business negotiation has a significant role in international business trade. There are many factors that can affect the negotiation, including language, culture, negotiators, and negotiation strategies. Language as an important tool plays a great role in the negotiation strategies. It is commonly held that precise language should be used in business negotiations in order to avoid misunderstanding. However, people ignore the fact that language itself is vague in essence. Negotiators unavoidably use vague language in business negotiations, for vague language can be used as a kind of politeness strategy. Appropriate use of vague language will make the negotiation go smoothly, and avoid the conflict of business negotiation so as to achieve the purpose of cooperation.
21
Crump, Larry, and Daniel Druckman. "Turning Points and International Environments: Multilateral Negotiations in the gatt and the wto." International Negotiation 21, no. 1 (December 15, 2016): 1–42. http://dx.doi.org/10.1163/15718069-12341323.
Full textAbstract:
A turning points analysis is used to capture the negotiating dynamics that occur within the structure of thegattand thewto. Ministerial/Council-level operations and Committee-level operations are distinguished. WithinwtoDoha Development Agenda negotiations (2001–present), we isolate Ministerial/Council-level data and withingatt, we isolate Committee-level data by examining Trade Related Aspects of Intellectual Property Rights negotiations conducted during thegattUruguay round (1985–1994) and at thewtoDoha Ministerial (2001). A detailed chronology of each case is compiled, followed by the identification of precipitants, departures and consequences, which are the three parts of a turning points analysis. We conclude that the precipitants that led to negotiation turning points in the Ministerial/Council environment are exclusively internal and generally procedural. The precipitants creating turning points within the Committee environment are generally internal and substantive. These conclusions have implications for our understanding of international environments and their impact on negotiation process.
22
Åge, Lars-Johan, and Jens Eklinder-Frick. "Goal-oriented balancing: happy–happy negotiations beyond win–win situations." Journal of Business & Industrial Marketing 32, no. 4 (May 2, 2017): 525–34. http://dx.doi.org/10.1108/jbim-12-2015-0237.
Full textAbstract:
Purpose This paper aims to suggest a dynamic model incorporating the important dimensions that exist in negotiation processes. Design/methodology/approach To produce a general and conceptual theory of negotiation, the grounded theory methodology is deployed. Findings The core process in this model is dubbed “goal-oriented balancing” and describes how he negotiator is continuously balancing opposing, and seemingly contrasting, forces in a situation specific and dynamic manner to reach agreements. Based on these findings, this study also suggests a concept to describe negotiations that is focused on collaboration and that is not an oxymoron as is the concept of “win–win”. Practical implications This conceptual model can be used by managers and practitioners to navigate in a negotiation process. Originality/value This is the first grounded theory study in negotiation research and attempt to describe negotiation processes as dynamic events in which different dimensions are managed simultaneously.
23
Bodin, Jan, and Guy Deloffre. "International negotiation." Revue internationale de psychosociologie XIII, no. 30 (2007): 191. http://dx.doi.org/10.3917/rips.030.0191.
Full text
24
Encarnation, Dennis J., and Louis T. Wells. "Sovereignty en garde: negotiating with foreign investors." International Organization 39, no. 1 (1985): 47–78. http://dx.doi.org/10.1017/s0020818300004860.
Full textAbstract:
Governments must choose between general policies and individual negotiations to reach agreements with foreign investors. General policy leaves nothing to be negotiated. But once negotiation is selected, governments face difficult choices over how to conduct ne otiations. No single choice of organizational structure or administrative process is optimal for all countries or for all industries. Each organizational choice carries a range of economic and political costs and benefits that are valued differently by the domestic and foreign interests affected by the negotiation's outcome. Interviews with government officials in four Asian countries and corporate executives in four industries, all involved in international business negotiations between 1978 and 1982, demonstrate that different governments should and do choose different approaches to negotiating with foreign firms. Even single countries use different approaches at different times and with different industries. Moreover, the managerial choices of structure and process are not random. Rather, they are influenced by a government's general strategy toward foreign investment, the “political salience” of a given investment, and the degree of competition among countries for a specific investment. Ultimately, a government's management of international business negotiations shapes its effectiveness in negotiating with foreign firms and in competing for foreign investment.
25
Smolinski, Remigiusz. "How Was the Fifth European Union Enlargement Actually Negotiated? A Comparative Analysis of Selected Traits." International Negotiation 13, no. 2 (2008): 247–83. http://dx.doi.org/10.1163/157180608x320234.
Full textAbstract:
AbstractDespite the political and economic importance of the fifth European Union enlargement, not much research has been devoted to the negotiation process that led to this event. The purpose of this paper is to present the results of our survey conducted among politicians and diplomats representing the parties in the accession negotiations. The main objectives of this survey were to identify differences between the negotiating behavior and attitudes of participants and examine differences between the perceptions (self-perception vs. the perception of the negotiation partners) of the negotiating profiles. From the survey data, we gain valuable insights into the negotiation process, particularly into the parties' perceptions of selected traits, such as attitudes, interests, power, climate, team organization, communication, concern for protocol, flexibility, emotion, and time sensitivity, among negotiating profiles.
26
Salacuse, Jeswald W. "Teaching International Business Negotiation: Reflections on Three Decades of Experience." International Negotiation 15, no. 2 (2010): 187–228. http://dx.doi.org/10.1163/157180610x506956.
Full textAbstract:
AbstractThe author has taught international business negotiation in a wide variety of university courses and executive training programs throughout the world during the last three decades. He has taught international business negotiation both as an end in itself and as a means to teach law, an approach that he calls “the law in the shadow of negotiation.” This article examines three fundamental dimensions of that experience: pedagogical goals, course content and teaching methods. His principal pedagogical goals in international business negotiation courses have been three-old: better negotiation analysis, improved negotiation skills, and increased international business knowledge. Depending on the time available, the content of his international business negotiation courses covers three broad areas: the fundamentals of conflict analysis and the negotiation process, basic themes in international negotiation, such as the importance of negotiation, preparation and the management of internal negotiations, and the special obstacles faced in international business negotiation, such as cultural differences among the parties, the actual or potential role of governments in the negotiation process, and challenges to the stability of negotiated agreements. The author’s teaching relies heavily on experiential methods and materials, such as exercises, simulations and cases, although more didactic methods also have a role.
27
Crump, Larry, and Christian Downie. "Understanding Climate Change Negotiations: Contributions from International Negotiation and Conflict Management." International Negotiation 20, no. 1 (March 17, 2015): 146–74. http://dx.doi.org/10.1163/15718069-12341302.
Full textAbstract:
Climate change is the largest and most complicated interdependent issue the world has confronted. Yet there is little negotiation and conflict management knowledge within the climate change context. To address this gap, this theoretical article reviews the sparse extant literature and provides a brief overview of the science of climate change public policy. This review establishes a foundation for examining negotiation and conflict management research questions that emanate from current and future climate change negotiations. Such questions are considered for climate change mitigation negotiations and climate change adaptation negotiations. This article demonstrates how the negotiation and conflict management field can make important contributions to the study of interdependency in a context of climate change.
28
Herbst, Uta, Birte Kemmerling, and Margaret Ann Neale. "All in, one-at-a-time or somewhere in the middle? Leveraging the composition and size of the negotiating package." Journal of Business & Industrial Marketing 32, no. 4 (May 2, 2017): 580–86. http://dx.doi.org/10.1108/jbim-12-2015-0251.
Full textAbstract:
Purpose While industrial marketers have long bundled their products and services to sell them as packages, to what extent should negotiators also rely on packaging their offers? Clearly, negotiating at a package level can tax the cognitive capacity of the involved parties at some point. Therefore, this study aims to analyze the impact of the number and type of issues that should be negotiated simultaneously to leverage the package strategy efficiently and effectively in multi-issue buyer-seller negotiations. Design/methodology/approach The authors conducted and analyzed negotiation simulations with 676 students from 2 public universities. Findings The authors’ results suggest that negotiating three out of six issues simultaneously is the least efficient but most effective strategy in multi-issue buyer-seller negotiations. Moreover, they found that bundling distributive and integrative issues is more efficient and effective than only bundling distributive or integrative negotiation issues in a package offer. Originality/value Past research has examined the impact of negotiating a package as compared to each issue separately; however, little empirical attention has been directed toward understanding how to apply a package strategy in complex multi-issue negotiations.
29
Schiff, Amira. "Pre-negotiation and its Limits in Ethno-National Conflicts: A Systematic Analysis of Process and Outcomes in the Cyprus Negotiations." International Negotiation 13, no. 3 (2008): 387–412. http://dx.doi.org/10.1163/157180608x365253.
Full textAbstract:
AbstractThe repeated failures of negotiation in ethno-national conflicts highlight the importance of studying the relationship between the pre-negotiation process and the results of the subsequent formal negotiations. This study examines various factors that contributed to a decision by adversaries to initiate official negotiations, and how these factors affected the prospects for a negotiated agreement. Furthermore, it suggests that certain elements in the pre-negotiation process portend the nature of the changes in the parties' political positions (tactical or strategic) and the parties' readiness to reach an agreement. An exploration is presented using a case study of the negotiations over the Cyprus conflict in 2004 which resulted in the ultimate rejection by the negotiating parties of the Annan Plan in late March of 2004. We examine the connection between the pre-negotiation process, from the end of 2003 until February 13, 2004, and the failure of the formal negotiations in March 2004. The analysis indicates that the deficient method and process of the pre-negotiations that took place regarding the Cyprus conflict determined the subsequent failure of the negotiations. The early detection of such factors in other negotiations over ethno-national conflicts may mitigate the causes that lead to failure, or perhaps assist in managing the process differently, so as to facilitate a more positive outcome.
30
Meerts, Paul. "Order through Negotiation." International Negotiation 11, no. 2 (2006): 341–52. http://dx.doi.org/10.1163/157180606778968353.
Full textAbstract:
AbstractThe negotiation process can be a tool that generates order in international relations between states and international organizations. Order and structure are needed in a globalizing world of interdependencies and growing cleavages. The importance of international regimes in channeling and protecting negotiation processes is discussed. Regimes and interstate bargaining can only be effective if the main actors successfully balance their interests and activities. To create this equilibrium, extra-regime negotiations are as much needed as intra-regime bargaining, since negotiation is as much about situations as it is about structures, flexibility plus strength.
31
Galinsky, Adam D., Michael Schaerer, and Joe C. Magee. "The four horsemen of power at the bargaining table." Journal of Business & Industrial Marketing 32, no. 4 (May 2, 2017): 606–11. http://dx.doi.org/10.1108/jbim-10-2016-0251.
Full textAbstract:
Purpose This paper aims to identify and discuss four major sources of power in negotiations. Findings The four sources of power are alternatives, information, status and social capital. Each of these sources of power can enhance a negotiator’s likelihood of obtaining their ideal outcome because power allows negotiators to be more confident and proactive, and it shields them from the bargaining tactics of their opponents. Practical implications The paper discusses how negotiators can utilize each source of power to improve their negotiation outcomes. Originality/value The paper provides a parsimonious definition of power in negotiations, identifies the four major sources of negotiator powers and highlights two pathways by which power affects negotiation outcomes.
32
Abazi, Vigjilenca, and Johan Adriaensen. "Allies in Transparency? Parliamentary, Judicial and Administrative Interplays in the EU’s International Negotiations." Politics and Governance 5, no. 3 (September 25, 2017): 75–86. http://dx.doi.org/10.17645/pag.v5i3.1056.
Full textAbstract:
International negotiations are an essential part of the European Union’s (EU) external affairs. A key aspect to negotiations is access to and sharing of information among the EU institutions involved as well as to the general public. Oversight of negotiations requires insight into the topics of negotiation, the positions taken and the strategies employed. Concurrently, however, some space for confidentiality is necessary for conducting the negotiations and defending EU interests without fully revealing the limit negotiating positions of the EU to the negotiating partner. Hence, attaining a balance between the necessities of oversight and confidentiality in negotiations is the subject of a dynamic debate between the EU institutions. This paper provides a joint analysis on EU oversight institutions’ position on transparency in international negotiations. We set out to answer whether parliamentary, judicial and administrative branches of oversight are allies in pursuing the objectives of transparency but also examine when their positions diverge.
33
BUISSERET, PETER, and DAN BERNHARDT. "Reelection and Renegotiation: International Agreements in the Shadow of the Polls." American Political Science Review 112, no. 4 (September 10, 2018): 1016–35. http://dx.doi.org/10.1017/s0003055418000400.
Full textAbstract:
We study dynamic international agreements when one of the negotiating parties faces a threat of electoral replacement during negotiations, when agreements made before the election are the starting point for any subsequent renegotiation, and when governments cannot commit to future negotiation strategies. Conflicts of interest between governments may be softened or intensified by the governments’ conflicts of interest with voters. We characterize when the threat of electoral turnover strengthens the prospect for successful negotiations, when it may cause negotiations to fail, and how it affects the division of the surplus from cooperation. We also show how changes in domestic politics—including uncertainty about the preferences of domestic political parties—affect a domestic government’s ability to extract greater concessions in negotiations.
34
Singh, J. P. "Trade Negotiations at the (Possible) End of Multilateral Institutionalism." International Negotiation 25, no. 1 (February 3, 2020): 31–52. http://dx.doi.org/10.1163/15718069-23031166.
Full textAbstract:
Abstract Multilateral negotiations are often facilitated through international organizations, but are not coterminous with them. This essay advances a few ‘mid-level’ propositions with respect to the negotiation structure that provides an overall context and the negotiation process where tactics guide the exchange of concessions. In terms of negotiation structure, a stable institutional structure is giving rise to a transitional one resulting in system spoilers in international negotiations leading to deadlocks and no-agreements. The bargaining phases are marked with games of chicken and grand-standing making it hard to effectively practice common negotiation tactics such as coalition-building, trade-offs and linkages. The article provides examples from the Uruguay Round and the breakdown of the Doha Round of trade negotiations through the World Trade Organization. The essay’s propositions address the breakdown of existing multilateralism through international organizations, but also document the continuation of underlying multilateral principles.
35
Meerts, Paul, and Raymond Cohen. "The Evolution of International Negotiation Processes." International Negotiation 13, no. 2 (2008): 149–56. http://dx.doi.org/10.1163/157180608x320171.
Full textAbstract:
AbstractThis article looks at the evolution of international negotiation. The practice of negotiation between sovereigns goes back at least 4,500 years. Detailed cases are found in the royal archives of Mari from the time of the Babylonian lawgiver Hammurabi and in the el-Amarna archives of the pharaohs. Though the protocol and substance of negotiation have changed over time, there is striking continuity of structure and process. Argumentation has not changed much. The study of well-documented historical examples can therefore deepen and enrich our understanding of negotiating. In modern European history we can detect, alongside recognizable and constant features of negotiation, elements that have evolved over time. We identify four features of the international system that have impacted the evolution of international negotiation in recent centuries: technological development, international regime change, growing trust and transparency, and the enhanced, autonomous role of small powers.
36
Downie, Christian. "Toward an Understanding of State Behavior in Prolonged International Negotiations." International Negotiation 17, no. 2 (2012): 295–320. http://dx.doi.org/10.1163/157180612x651458.
Full textAbstract:
Abstract Many of the most significant international treaty negotiations take years, and sometimes decades, to conclude. The international climate negotiations, trade negotiations, and law of the sea negotiations are all examples. Yet, notwithstanding their common occurrence and importance, prolonged international negotiations are not well understood. In these negotiations, state preferences are not fixed, but fluid, as negotiating positions change. This temporal dimension of prolonged negotiations is insufficiently captured by existing theories of international negotiations, which, by virtue of their focus on individual negotiation outcomes at one point in time, tend to be static in their analysis. This article combines an analysis of existing theories of international negotiations with the findings of an empirical study of the climate change negotiations. It reveals a series of internal and external factors distinct to prolonged international negotiations, emphasizes the importance of the temporal dimension, and explains how and why the negotiating positions and the type of agreements states are prepared to sign change over time. Building on these variables, state behavior in prolonged international negotiations can be usefully conceived of as (at different points in time) either an immature or mature game, in which strategic opportunities arise at different phases of the game for networked actors to constructively influence state behavior. Eight strategies are suggested that traditionally weak actors can employ to steer prolonged international negotiations toward their preferred outcome.
37
Jönsson, Christer. "Relationships between Negotiators: A Neglected Topic in the Study of Negotiation." International Negotiation 20, no. 1 (March 17, 2015): 7–24. http://dx.doi.org/10.1163/15718069-12341294.
Full textAbstract:
Negotiation can be seen as a dynamic social process. Perspectives emphasizing the social context and dynamics of negotiations have been largely neglected in the negotiation literature. This article addresses the question of why social relations have received such scant attention, reviews the existing literature on negotiation as a social process, and spells out some ingredients of a social contextual approach. Finally, by way of illustration, such an approach is applied to international negotiations. Whereas ideas about social dynamics emanate from a focus on individuals, international negotiations take place at a level of aggregation and representation most remote from the individual level. Yet, even at this macro level, social context matters in negotiations.
38
Foroughi, Abbas. "A Survey Of The Use Of Computer Support For Negotiation." Journal of Applied Business Research (JABR) 11, no. 2 (September 21, 2011): 121. http://dx.doi.org/10.19030/jabr.v11i2.5882.
Full textAbstract:
A survey was taken of negotiation practices in business and industry. Of particular interest was the extent to which computer technology is being used to enhance and support negotiation. The most widely used types of computer support were costing of anticipated demands, mathematical models and contract analysis. Pre-negotiation and post-negotiation activities had been more widely supported by computers than had actual negotiation sessions. A large number of organizations expressed a willingness to use computer support for future negotiations, and the consensus was that pre-negotiation activities could most benefit from such support. Those who had not yet used computer support for negotiations felt that costing and contract analysis could cost benefit from such support. The survey identified areas in need of improvement in the negotiation process and provided the basis for identifying solutions to these problems which could be provided by the used of innovative computerized negotiation support.
39
Bachkirov, Alexandre A., and Salem AlAbri. "Islamic values and negotiator behavior." International Journal of Islamic and Middle Eastern Finance and Management 9, no. 3 (August 15, 2016): 333–45. http://dx.doi.org/10.1108/imefm-08-2015-0094.
Full textAbstract:
Purpose The purpose of this study is to examine whether and how the fundamental Islamic values of Arab Muslim business negotiators influence their views of the negotiation process and negotiation behavior. Design/methodology/approach The study is based on an interpretive qualitative approach. The data were obtained by semi-structured interviews. The participants were managers whose role entails negotiations as an essential component of their job. Findings For Arab Muslim negotiators, the use of knowledge is associated with a moral imperative of being truthful and using knowledge responsibly. The virtues of honesty, transparency, trust, integrity, fairness, peace, respect and concern for the counterpart’s negotiation outcomes emerged as important considerations for Arab Muslim negotiators. Research limitations/implications All the research participants were from an Arab Islamic country. Empirical data obtained from non-Arab Islamic respondents can provide further insights into how religious beliefs shape negotiation behavior of Muslim negotiators. Practical implications The international negotiation practitioners involved in cross-cultural negotiations in the Arabian Gulf should consider their counterpart’s behavioral patterns and expectations shaped by the Islamic faith. Appreciating what matters to an Arab Muslim negotiator will increase the probability of a positive negotiation experience and the likelihood of attaining negotiation goals. Originality/value The study contributes to the literature on innovative management practices by emphasizing the need to broaden the knowledge of a cultural perspective of management innovation. Innovative interventions in intercultural negotiations should include a consideration of the counterparts’ religious beliefs in both intra- and inter-firm bargaining situations.
40
Lee, Shin-Kyuo. "The Effect of the Background Factors of Trade Negotiation and Negotiation Strategy on Non-Face-to-Face Negotiation Outcomes of Korean Small and Medium-Sized Trading Companies." Korea International Trade Research Institute 18, no. 6 (December 31, 2022): 205–21. http://dx.doi.org/10.16980/jitc.18.6.202212.205.
Full textAbstract:
Purpose – The purpose of this study is to analyze the relationship between background factors of business negotiation and negotiation outcome for Korean small and medium sized trading companies. Design/Methodology/Approach - By analyzing business negotiation factors such as culture, organization, knowledge on trade practice, individual characteristics, and negotiation process, a research model was derived, and research hypotheses were verified. Findings - The results of this study are as follows. Cross-cultural awareness, organizational support, trade practice knowledge, and individual characteristics had positive direct effects on negotiation outcomes, and negotiation outcomes also had a positive effect on negotiation profit, while cooperative negotiation strategy did not have a significant effect on negotiation outcomes. Research Implication - International trading companies increasingly rely on international trade negotiations for survival and growth. It was found that factors such as cultural difference, organizational support, individual characteristics, and cooperative strategy are important factors affecting positive negotiation outcomes. Therefore, it is essential that negotiators in small and medium trading companies need to understand the cultural differences of their counterparts, and the organization needs to provide direct support to negotiators. Based on the results of this study, strategic alternatives were suggested for trade negotiators to conduct efficient trade negotiations.
41
Beltramino, Juan Carlos. "Law as an Implicit Third Party in International Negotiation." International Negotiation 12, no. 3 (2007): 347–56. http://dx.doi.org/10.1163/138234007x240673.
Full textAbstract:
AbstractThis essay seeks to clarify the important role that law plays in all types of international negotiation. Law is examined as part of the legal referential frame within negotiation, when dealing with substantive matters and procedural questions, as a conditioner of negotiator behavior, in the implementation of the resulting agreement, in the obligations to negotiate by the parties, and as part of the embryonic element of a new autonomous branch of international negotiation law.
42
Ready, Kathryn J., and Van Dinh. "Vietnams Developing Markets: How Do Perceptions And Strategies In The Negotiation Process Differ From The U.S.?" Journal of Diversity Management (JDM) 1, no. 1 (June 1, 2006): 49–60. http://dx.doi.org/10.19030/jdm.v1i1.5029.
Full textAbstract:
Growth in international trade has had a profound effect on executives and managers in their need to better understand differences in effective cross-cultural negotiation skills. The recent opening up of trade with Vietnam points to a need to better understand how the Vietnamese negotiating style differs from the U.S. style as managers are called upon to recruit the best and brightest in an increasingly competitive labor market. In this paper, survey data, taken separately from university students in the U.S. and Vietnam, are used to examine differences in the negotiation process. The results confirmed that cultural differences lead to differences in perceptions and strategies employed in the negotiation process. Theoretical and practical implications for managers involved in negotiations with the Vietnamese as well as directions for future research are discussed.
43
McColl, Rod, Irena Descubes, and Mohammad Elahee. "How the Chinese really negotiate: observations from an Australian-Chinese trade negotiation." Journal of Business Strategy 38, no. 6 (November 20, 2017): 38–46. http://dx.doi.org/10.1108/jbs-09-2016-0110.
Full textAbstract:
Purpose Previous research suggests that negotiation style and conflict management strategies are influenced heavily by cultural factors. In the case of the Chinese, findings have largely produced stereotypical views about their behavior, but the authors argue that this position is becoming increasingly blurred in the global economy. Design/methodology/approach Data were collected using participant observation during negotiations of a free-trade agreement between China and Australia followed by in-depth interviews with Chinese delegates. Findings Consistent with Confucianism and a Taoism-based value system, there was evidence of strong cultural influence on conflict management approaches. Two a priori Chinese strategies were evident – avoidance and accommodating, with five tactics. However, contrary to previous research, the authors found use of two conflict management strategies normally associated with a western approach – competing and compromising, with five associated tactics. Practical implications Chinese negotiators are knowledgeable and capable of adopting western negotiation strategies and tactics. The authors advise managers involved in international negotiations with Chinese managers to be cautious when relying on historical stereotypical assessments and to think differently about the emerging Chinese negotiator. Originality/value Few published negotiation studies involve real negotiations based on actual observations, particularly in an international setting. Contrary to many published studies, we demonstrate that conflict management approaches used by Chinese negotiators have evolved into a blend of traditional Chinese and western styles.
44
Schmeier, Susanne. "International Water Law Principles in Negotiations and Water Diplomacy." AJIL Unbound 115 (2021): 173–77. http://dx.doi.org/10.1017/aju.2021.21.
Full textAbstract:
International water law (IWL) principles are often called upon to address disagreements and conflict between riparian states to a shared watercourse, with various parties invoking them to guide states’ behavior towards cooperative solutions that benefit the water resources as well as broader regional cooperation and peace. This essay argues that it is particularly important to acknowledge the role IWL principles play in negotiation processes, that is, in an ex ante and non-judicial function, providing a framework for cooperation and contributing to lawmaking, which makes them important tools of international relations and water diplomacy. First, IWL principles are particularly relevant in negotiation processes. IWL principles are thus not only relevant to legal adjudication or enforcement, but are also tools of international relations and diplomacy. Additionally, in their ex ante role, in the context of negotiations or other non-judicial interactions between riparian states, IWL principles can pose an inherent dilemma, as they can both provide a framework for negotiations and be the focus of negotiations, each dimension having implications for the effectiveness of negotiations and the likelihood of negotiated compromise outcomes. Third, in spite of this inherent dilemma and its possible negative repercussions on negotiation outcomes, the use of IWL principles in negotiations has a lawmaking function, contributing to the further development and strengthening of the overall legal regime for governing shared watercourses.
45
Wang, Yue, Karen Yuan Wang, and Xufei Ma. "Understanding International Business Negotiation Behavior: Credible Commitments, Dispute Resolution, and the Role of Institutions." International Negotiation 21, no. 1 (December 15, 2016): 165–98. http://dx.doi.org/10.1163/15718069-12341328.
Full textAbstract:
Developed mainly in the broad field of negotiation, the existing literature on international business negotiation has adopted theoretical perspectives that focus on differences between negotiating parties. In this article, we argue that opportunism is more fundamental than differences in our understanding of international business negotiation behavior. Parties’ concerns over how to mitigate opportunism are the fundamental force that drives such negotiation behavior, and the likelihood of opportunism is affected mostly by the economic nature of the asset parties committed to the business exchange. By synthesizing transaction cost economics and new institutional economics, this paper develops an alternative theoretical model that complements the existing negotiation literature to explain negotiation behavior. Our model theorizes relationships between parties’ ex-ante credible commitments and ex-post dispute resolution strategies and explores how institutions moderate such relationships in shaping international business negotiation behavior and process.
46
Piya, Sujan. "Mediator assisted simultaneous negotiations with multiple customers for order acceptance decision." Benchmarking: An International Journal 26, no. 5 (July 1, 2019): 1581–604. http://dx.doi.org/10.1108/bij-06-2018-0149.
Full textAbstract:
Purpose The purpose of this paper is to develop a framework for the manufacturer of a make-to-order company to simultaneously negotiate with multiple customers through mediator to achieve order acceptance decisions (OADs). Design/methodology/approach The paper developed mathematical models for the manufacturer, as well as customers to revise their offers during negotiations. Moreover, the paper also proposed a method for the mediator to carry out his assigned duties to assist in negotiation. In the decision process, mediator acts as a bridge between the manufacturer and customers to reach an agreement. A numerical example is enumerated to illustrate the working mechanism and superiority of proposed framework as compared to the framework where simultaneous negotiations are carried out without the presence of mediator. Findings Iterative method of negotiation conducted without mediator leads to delay in reaching agreement as the aspiration level of manufacturer offer and counter-offer of customer will never cross each other. In addition, the party who submits the offer first may suffer as the opponent can take the advantage of his/her offer during negotiation, thereby, derailing the issue of fairness. Introducing mediator between the manufacturer and the customer for their negotiations could overcome these two issues. Numerical analysis clearly illustrates that, in average, the rounds of negotiation to reach an agreement can be reduced by 22 percent using proposed negotiation framework. In addition, the fairness in negotiations can be improved by 33 percent with the incorporation of mediator. Originality/value Through continuing research efforts in this domain, certain models and strategies have been developed for negotiation. Iterative method of negotiations without mediator will help neither the manufacturer nor the customer in terms of fairness and negotiations round to reach an agreement. To the best of the author’s knowledge, so far, this is the first instance of research work in the domain of OAD and negotiation framework that attempts to incorporate mediator for simultaneous negotiation between manufacturer and customers on multiple issues simultaneously.
47
Adjovu, Nana Amma, and Laurent Cleenewerck De Kiev. "Do Women Negotiators Obtain More Equitable Results?" International Journal of Research and Innovation in Social Science 06, no. 08 (2022): 577–81. http://dx.doi.org/10.47772/ijriss.2022.6828.
Full textAbstract:
This paper addresses gender balance in international negotiations and how women negotiators get equitable outcomes. The paper employs qualitative data analysis of existing literature on international negotiation and women’s role in reaching equitable outcomes. The findings show that women negotiators in top positions have produced equitable outcomes compared to their male counterparts, albeit some have failed to obtain equitable outcomes at the international level. The paper discusses factors that impact successful negotiation by women. It concludes by recommending practical ways to help reverse the trend of women’s failure to obtain equitable outcomes during negotiation
48
Thomas, Caroline. "International environmental negotiation." International Affairs 69, no. 4 (October 1993): 777–78. http://dx.doi.org/10.2307/2620642.
Full text
49
Timura, Christopher T. "International Negotiation Pedagogy." International Negotiation 15, no. 2 (2010): 155–61. http://dx.doi.org/10.1163/157180610x506938.
Full textAbstract:
AbstractThis collection of articles on international negotiation pedagogy compares and contrasts a range of training methods and theories employed by scholars who teach international negotiation from different disciplinary backgrounds and in diverse institutional settings. Notwithstanding this variation, the contributors share a focus on enabling students to engage in negotiation and conflict analysis by teaching a set of core heuristics, to better understand interpersonal behavioral dynamics and learning certain interpersonal skills, and to practice negotiation and conflict analysis through the use of role plays and simulations. The contributors make different observations about the impact of students’ personal knowledge and experiences on their ability to learn negotiation skills, and have developed different ways of incorporating student backgrounds in their approaches to negotiation training. The development of more complex simulations is one way instructors are beginning to leverage student knowledge and experience to achieve pedagogical goals.
50
Petersen, Nikolaj. "Bargaining power among potential allies: negotiating the North Atlantic Treaty, 1948–49." Review of International Studies 12, no. 3 (July 1986): 187–203. http://dx.doi.org/10.1017/s0260210500113920.
Full textAbstract:
Bargaining power is a somewhat neglected concept in the study of international negotiations. Who comes on top in the negotiating process and why, i.e. its power or influence aspect, has never been a central perspective of negotiation theorists. The ‘classical’ negotiation theorists of the 1960s1 make only passing references to the effects of differences in power resources on international negotiations, and even though more recent works pay considerably more attention to such variables,2 they can hardly be said to be central to the field. Nor has bargaining as a particular instance of the exercise of power been an important preoccupation of power theorists. Perhaps for these very reasons, the concept has remained a rather tricky one, often being used as an ad hoc or residual factor to ‘explain’ what cannot otherwise be accounted for. However, Christer Jönsson has argued that ‘focussing on bargaining power promises to be… an avenue to further clarification of the perennially elusive concept of power’.3 To what extent what he calls the ‘bridge-building and cross-fertilization between power analysis and bargaining studies’4 may also contribute to a better understanding of international negotiations, is an empirical question to which this article will attempt to give at least a preliminary answer.