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Lupu, Felicia Adriana. "PROCEDURAL PARALLEL AND APPROACHES BETWEEN DECISIONS AND TRADE NEGOTIATIONS." Problems of Management in the 21st Century 7, no. 1 (July 15, 2013): 24–32. http://dx.doi.org/10.33225/pmc/13.07.24.
In a conscious or less conscious way, in each moment of its existence, the organization negotiates. Any negotiation assumes the fact that the negotiator has to approach at least one decisional situation and has to make at least one decision. Making decisions when negotiating, negotiators manifests their reasoning, proving the fact that they can approach decisional situations. Approaching the negotiation process by a string of decisional sequences, the entire theory regarding decision making may underline the process of negotiation, providing efficiency to the resources allocated within the process of negotiation and underlining the most equitable way and the most advantageous to follow for the team of negotiators. On the basis of these ideas further questions can be put. Could any similarity be identified when comparing the decisional process to the result of a commercial negotiation? Do the negotiation’s objectives determine the characteristics and particularities of the decisions to be made by each of the parts during the negotiation process? Taking into account both the literature regarding the subject and the practical experience of the author in SMES’s (Small and medium sized enterprise) management, using the analogy and deduction methods, this paper aims to identify procedural similarities between decisions and negotiations, reconsidering the role of the processes that have a managerial character. Tracing such approaches may have multiple and major implications and is meant to underline the importance of the decisional process when it comes to negotiating. Key words: decisional process, negotiations, competitive advantage, procedural approach.
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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.
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.
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Meng, Jiayan. "Analysis of Suggestions for Fresh Graduates on Negotiation and Communication Skills." BCP Business & Management 30 (October 24, 2022): 813–17. http://dx.doi.org/10.54691/bcpbm.v30i.2570.
Every job description that involves contact with several parties has negotiation as a vital prerequisite. When negotiating, the interest should always come first, followed by the stance. As the goal of any negotiation is to produce value and set the conditions under which parties with different and sometimes antagonistic goals will collaborate, preparedness, forbearance, and prior planning are essential to any negotiation's success. One should gather information, be aware of goals and values, find areas of agreement, choose a walk-away stance, and attempt to determine the next best option while preparing. The capacity to use relationships, expertise, influence, resources, time, and attitude in negotiations is a set of abilities that may be taught and honed through experience. It is important to remember that not all negotiations include a win-win situation. All sides benefit when a negotiation is successful. This paper evaluates the necessities of a successful negotiation. There are different types of negotiation- interest-based negotiation and distributive bargaining. The paper delves into the challenges that face these two negotiation strategies and their strengths. It recommends graduates on how they are supposed to carry out negotiations in the business industry. Therefore, the insights from this research paper are important since it equips the graduates with the industry model negotiation skills, which ensures business success. Instead of just standing motionless and droning on about their thoughts, a good listener gains more experience and may learn from other people's speeches, discussions, and communication. Most corporate negotiations are collaborative because both sides try to satisfy the other and utilize their counterpart's demands and negotiating tactics as a springboard for their ideas.
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Kumar, Manish, Himanshu Rai, and Surya Prakash Pati. "An Exploratory Study on Negotiating Styles: Development of a Measure." Vikalpa: The Journal for Decision Makers 34, no. 4 (October 2009): 37–50. http://dx.doi.org/10.1177/0256090920090404.
Negotiation study as a tool in conflict management has been in vogue since long and spans the disciplinary boundaries. The outcome of business negotiations depends on bargainer characteristics, situation, and the negotiation process, which also drive the style adopted by a negotiator. Negotiation as a universal phenomenon does not have a universal style as the notion of consistent improved results for an individual�s business value has multiplicity of measures. Also, when it comes to negotiation style studies, they have either been packaged with other constructs or have been confused with them. For the clarity of the construct therefore it is essential that separation needs to be maintained between the definition of negotiating style as a construct and other closely related constructs. It is therefore proposed that works in negotiation need to be broadly divided into three types, involving the constructs of: Negotiating style Negotiating ability Negotiating strategy. Literature review suggests that the researchers are divided regarding the number of dimensions of negotiating style. In most of the studies, the proposed dimensions range from one to five. Also, no scale on negotiating style has been validated. In recent years, there has been an increased recognition of need to look at negotiations in Asia-Pacific context. Therefore we developed a scale to measure negotiating style of people and tested it in the Indian context. The sample included a cross-section of working executives and management students and the research design for the exploratory study included item generation, scale development, and assessment of scale�s psychometric properties. On analysis, the scale showed robust psychometric properties. Based on the results obtained, there are four types of negotiation style adopted by people: Analytical Equitable Amicable Aggressive. The findings can be used as a diagnostic tool to evaluate the extent to which one would like to have an attribute on a particular kind of negotiating style as well as a tool to enable in bridging the gap in the value systems.
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Altschul, Carlos. "Internal Coordination in Complex Trade Negotiations." International Negotiation 12, no. 3 (2007): 315–31. http://dx.doi.org/10.1163/138234007x240655.
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.
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Sanil, Hishan S., and Mohammed Hashim Abdulkareem Al-Sharea. "The Influence of Culture on International Business Negotiations." Asia Proceedings of Social Sciences 9, no. 1 (January 29, 2022): 265–66. http://dx.doi.org/10.31580/apss.v9i1.2358.
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. Conflicts between negotiating partners often arise due to differences in preferences, tactics, perceptions, and partnership objectives that lead to the risk of opportunistic behavior and the private initiatives of each country. The findings of this study show that preparation for negotiation is one of the most effective methods for the success of international business negotiations. Preparation includes the study and analysis of the other party and attention to the context of the negotiations by collecting and organizing information. Negotiation context is an essential component of successful negotiation strategies. The research contributed to enriching the subject of international business negotiations and advises future researchers to focus on the positive aspect of the impact of cultural differences on international business.
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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.
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).
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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.
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.
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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.
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.
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Sharaf al-Qudah, Muhammad, Akram Muhammad Nemrawi, and Faisal Ahmad Shah. "Negotiation Skills in the Sunnah: A Case Study on Hudaibiyah Peace Negotiationمهارات التفاوض في السنة النبوية: صلح الحديبية نموذجاً." Al-Bayān – Journal of Qurʾān and Ḥadīth Studies 12, no. 2 (February 20, 2014): 165–94. http://dx.doi.org/10.1163/22321969-12340012.
This article deals with the issue of negotiation skills in the Sunnah which adopted Hudaibiyah peace negotiation as a case study where it manifested many negotiating skills. Through this research, many skills has been developed, highlighted and linked to the theories of modern negotiation management. This research began with discussing about the meaning of negotiation skills, the elements of the main negotiating, skills related to negotiator behavior, steps and different stages of negotiation, and application of these skills in the peace negotiation. The findings of this research proved the mastery of the Prophet Muhammad, peace be upon him in negotiating skills that led to the success of the peace negotiation. This remarkable peace negotiation honoured Muslims space in the propagation of Islam which also called as landslide conquest. The skills and negotiating tactics adopted by the Prophet Muhammad, peace be upon him now taught in the books of management science in general, and the books of negotiation in particular.
Dissertations / Theses on the topic "Negotiation":
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Lim, Cheng Geok. "Intercultural business negotiations : negotiation and linguistic procedures." Thesis, Aston University, 1995. http://publications.aston.ac.uk/10819/.
Hancerli, Suleyman. "Toward Successful Negotiation Strategies in Hostage-Ttaking Situations: Case Study Approach and Future Recommendations." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4811/.
In the last four decades, hostage situations have rapidly increased in the world due to the threat of terrorism and other social problems. The goals of hostage takers are to achieve certain political, criminal, and/or social benefits through hostage situations. It is not only a police problem but also a governmental problem. Police apply either negotiation or tactical intervention in hostage situations to recover hostages without bloodshed or loss of life. Success in this endeavor is based on effective negotiation. The purposes of this study are to analyze the major actors and their roles in hostage situations, to identify effective negotiation strategies and tools, and to provide some future recommendations for governments, police agencies, and researchers for peaceful resolutions in hostage situations.
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Lei, Lianghui. "Regional Chinese negotiation differences in intra- and international negotiations." Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/13784.
As China emerges as a major player on the international business scene, it is becoming increasingly important for Western negotiators to understand how the Chinese negotiate business deals. Existing knowledge regarding the Chinese negotiation style is largely based on considering China as one single country and the Chinese as to negotiate in one homogeneous way. Regional differences in the Chinese negotiation style have traditionally been overlooked in the literature. Guided by a negotiation analysis approach, this thesis conducts an exploratory study of the diversity of the Chinese negotiation style from a regional sub-cultural perspective. It suggests four characteristics of the Chinese negotiation style based on the frameworks of international business negotiations and the Chinese cultural roots and values. This thesis investigates five research questions, which address the characteristics of regional negotiation styles and the consequences of these different styles in relation to Sino-Western negotiations. A case study research strategy is employed to study four regions in China, including the Northern, the Eastern, the Southern and the Central region. Each case was studied using three research methods: semi-structured interviews, secondary documents, and negotiation experiments. Interview data analysis focuses on the perceptions of the Chinese negotiators, the Chinese government official, and the foreign negotiators regarding regional negotiation styles, whereas the experiments examine the students cognitive information on regional differences. The results confirm that regional negotiation styles exist in China. The findings show that Northern and Central negotiators have the Chinese negotiation style in the literature. They place emphasis on relationship and face and show low time-sensitivity and risk-taking propensity. On the contrary, Eastern and Southern negotiators are extremely task-oriented and deal-focused, which means they place little value on relationship and face in negotiations. Differences also exist between the two groups of business-oriented negotiators as Southern negotiators have higher time-sensitivity and risk-taking propensity than Eastern negotiators. Differences in historical and geographical backgrounds are found to be the key drivers in the forming of these regional negotiation styles. Importantly, the experiment results show that, in contrast to the conventional idea, Western negotiators might find it easier to negotiate with the relationship-focused Chinese than with the deal-focused Chinese. This is because Northern and Central negotiators appear to be cooperative in Sino-Western negotiations, whereas Eastern and Southern negotiators tend to use a competitive approach. This thesis provides a number of contributions to the existing literature. First, it provides a better understanding of the overall picture of the Chinese negotiation behaviour and fine-tunes the Chinese negotiation style from a regional sub-cultural perspective. This regional approach to the study of culture is not only rare in Sino-Western negotiation studies, but also uncommon in the literature of international business negotiations. Second, this research highlights the fallacious assumption of cultural homogeneity with nations. It calls for academic attention to balance inter-cultural and intra-cultural diversity in the studies of international business. Third, a step is taken towards exploring the regional values and behavioural differences in China. The findings of this research provide directions for future regional studies on other managerial issues.
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Gladding, Kevin. "NEGOTIATING PLACE: MULTISCAPES AND NEGOTIATION IN HARUKI MURAKAMI'S NORWEGIAN WOOD." Master's thesis, University of Central Florida, 2005. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/4057.
In Murakami's Norwegian Wood, romance and coming-of-age confront the growing trend of postmodernity that leads to a discontinuity of life becoming more and more common in post-war Japan. As the narrator struggles through a monotonous daily existence, the text gives the reader access to the narrator's struggle for self- and societal identity. In the end, he finds his means of self-acceptance through escape, and his escape is a product of his attempts at negotiating the multiple settings or "scapes" in which he finds himself. The thesis follows the narrator through his navigation of these scapes and seeks to examine the different way that each of these scapes enables him to attempt to negotiate his role in an indifferent and increasingly consumerist society. The Introduction discusses my overview of the project, gives specifics about Murakami's life and critical reception and outlines my particular methodology. In the overview section, I address the cultural and societal tensions and changes that have occurred since the Second World War. Following this section, I provide a brief critical history of Murakami's texts, displaying not only his popularity, but also the multiple disagreements that arise over the Japanese-ness of his work. In my methodology section, I plot my eco-critical, eco-feminist, eco-psychological and deconstructive procedure for dissecting Murakami's text. The subsequent chapters perform a close reading of Murakami's text, outlining the different scapes and their attempts at establishing identity. Within these chapters, I have utilized subheadings as I felt they were needed to mark a change not on theme, but on character and emphasis. My conclusion reasserts my initial argument and further establishes the multiscapes as crucial negotiations, the price and product of which is self-identity. M.A. Department of English Arts and Sciences English
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Aykaç, Tayfun [Verfasser]. "Teams in Intercultural Business Negotiations : prioritization of negotiation issues, adaptation to culture-bound negotiation styles, and (un-)ethical behavior / Tayfun Aykaç." Berlin : ESCP Europe Wirtschaftshochschule Berlin, 2015. http://d-nb.info/1071074164/34.
Parlamis, Jennifer D., and Lorianne D. Mitchell. "Teaching Negotiations in the New Millennium: Evidence-Based Recommendations for Online Course Delivery." Digital Commons @ East Tennessee State University, 2014. https://doi.org/10.1111/nejo.12047.
Traditional methods for teaching negotiation have required both instructor and student to be physically present in the same location. With the advent of the Internet and associated technological advances, however, instructors may now transcend geographical barriers and effectively deliver the same content virtually. In this article, we present an exploratory study comparing two masters-level negotiation courses: one taught using a traditional in-person method and the other taught online. Results showed no significant difference in knowledge acquisition as quantified by objective measures, including mean grades. In addition, self-report data indicate that, although students' skill and mastery of negotiation improved in both courses, online students reported that they experienced less interaction and social engagement with their classmates and instructor. Several course development strategies and best practices are discussed.
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Nir, Dina. "The negotiational self identifying and transforming negotiation outcomes within the self /." E-thesis Full text (Hebrew University users only), 2008. http://shemer.mslib.huji.ac.il/dissertations/H/JMS/001478708.pdf.
Lindborg, Alexander, and Anna-Carin Ohlsson. "Cross-cultural business negotiations : how cultural intelligence influences the business negotiation process." Thesis, Kristianstad University College, School of Health and Society, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-5833.
Over the last 30 years, technology has made it possible for people to travel to other cultures in a cheaper and more efficient way. The increased traveling has made it possible for an increase in trade and as the trade flourishes the need for people that can handle the differences between the cultures in the world increase. Some people handle cross-cultural negotiations better than others; we want to know how Cultural Intelligence influences The Business Negotiation Process.
To find out how Cultural Intelligence influences The Business Negotiation Process we choose to conduct qualitative interviews with a few Swedish companies that have experiences of cross-cultural negotiations with China.
The findings indicate that Cultural Intelligence influences The Business Negotiation Process by different factors such as engagement, communication and understanding. The greater engagement and understanding the negotiator has of the different parts the more likely it is that the business negotiation process will have a positive outcome.
We studied as much literature as we could find about cultural intelligence and the business negotiation process. Out of our findings, we build a model, and this gave the opportunity to test the different parts of the model in our research.
Our contributions to the field are foremost the discovery of the two new dimensions: Structure and Power Dependency that can be added to both Cultural intelligence and The Business Negotiation Process. In future research, these two dimensions can be further researched and developed. In our research, statements from our respondents create a small practical guideline for cross-cultural business negotiations with China. The negotiators might have use for this guideline when negotiating with Chinese companies.
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Pegoraro, Francesco <1995>. "Cognitive Biases in Negotiation: a Two-Party Negotiation Experiment." Master's Degree Thesis, Università Ca' Foscari Venezia, 2021. http://hdl.handle.net/10579/20086.
The purpose of this master thesis is to investigate the role of cognitive biases in negotiations.
It is achieved through performing an experiment where a two-party negotiation is conducted. Following a predefined framework, two people have a limited amount of time to reach an agreement over a specific issue.
An analysis of the results is operated to effectively find and interpret which biases have emerged and how different styles of negotiation can lead to different agreements between the parties.
To better interpret the results of the aforementioned experiment, negotiation literature is previously reviewed. Specifically, negotiation definition, strategies and theories are addressed.
Due to the fundamental role that cognitive biases play in this experiment, the most important ones are defined, described and illustrated.
The thesis is thought to have used existing knowledge across the topics of negotiation and cognitive biases, while also suggesting future experiments and areas of research.
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Nardi, Nazly Katherine. "Negotiating with Dominicans: An Analysis of the Negotiation Style Used by Dominicans." NSUWorks, 2009. http://nsuworks.nova.edu/hsbe_etd/82.
This dissertation examines the negotiating style of the Dominican negotiator. The research presented is of qualitative nature -a phenomenology study- which looks at a single country: the Dominican Republic. Two major research strategies used in this research are (a) in-depth interviews with negotiators and observers and (b) a cultural survey instrument of Dominican managers. Data has been collected from primary sources, through interviews of negotiators in the private and public sector and through surveys completed by managers and negotiators. After distilling the interview through horizonalization and other qualitative analyses methods, within-case and across-case analysis were done to determine key findings of each interview. This dissertation provides an insight into the cultural profile of Dominicans, as the foundation to create a descriptive profile of the Dominican negotiator.
Lim, Cheng Geok. Intercultural business negotiations: Negotiation and linguistic procedures. Birmingham: Aston University. Department of Language and European Studies, 1995.
Churchman, David. "Negotiation." In The Palgrave Encyclopedia of Peace and Conflict Studies, 1–8. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-11795-5_60-1.
Houpt, Jeffrey L., Roderick W. Gilkey, and Susan H. Ehringhaus. "Negotiation." In Learning to Lead in the Academic Medical Center, 69–79. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-21260-9_8.
Kwak, Kyounghwa. "Negotiation." In More Voices from the Classroom, 117–28. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-095-0_10.
Ozgur, Selçuk, and Sevgi Kingir. "Negotiation." In More Voices from the Classroom, 61–72. Rotterdam: SensePublishers, 2017. http://dx.doi.org/10.1007/978-94-6351-095-0_5.
Antonides, Gerrit. "Negotiation." In Psychology in Economics and Business, 309–27. Dordrecht: Springer Netherlands, 1996. http://dx.doi.org/10.1007/978-94-009-1710-1_15.
Kiser, Randall. "Negotiation." In How Leading Lawyers Think, 185–201. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-20484-5_15.
McCorkle, Suzanne, and Melanie J. Reese. "Negotiation." In Personal Conflict Management, 133–60. 2nd edition. | New York : Routledge, 2017. | Revised edition of the authors’: Routledge, 2017. http://dx.doi.org/10.4324/9781315453811-11.
Peleckis, Kęstutis, Valentina Peleckienė, and Kęstutis Peleckis. "International Business Negotiations: Search of the Balance and the Equilibrium of Negotiating Powers, under Distorting Market Conditions of Competition (Monopsony, Oligopsony and Monopoly Cases)." In Contemporary Issues in Business, Management and Education. Vilnius Gediminas Technical University, 2017. http://dx.doi.org/10.3846/cbme.2017.041.
Certain challenges arise in business negotiations when competition in the market is more or less distorted. This can take place in various markets conditions. In such situations great possibilities open up to the development of international business relations as overclocking new market participants can provide additional alternatives for companies and organizations or other business units, by reducing the negative impact of competition distortions for the balance of negotiating power of participants in negotiations. In the development and implementation of effective international business negotiation strategy, it is important to identify the balance of negotiating power of major participants in negotiations in order to make more efficient use of the potential of business negotiations – the negotiating powers. The aim of this article is to analyze in complex the unfolding theory and practice of development and implementation of international business negotiations and negotiating strategies under distorting market competition conditions, to reveal opportunities on development and implementing improvements of these strategies in cases of monopsony, oligopsony and monopoly. Object of the research is the search of balance on negotiating powers in international business negotiations under conditions of distorted competition in the market. The scientific problem - negotiation theory lacks measures for assessment and balancing the negotiating powers of negotiation’s participants under distorted market competition.
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Peleckis, Kęstutis. "International business negotiation strategies based on assessment of negotiating powers." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.42.
The aim of the article is to make integrated analysis of current practice and theory in international business negotiations on creation of negotiation strategies and their implementation, to reveal opportunities for improvement of strategies creation and implementation according the needs to assess negotiating power reasonably of international business, to create theoretical model of development and implementation strategies of international business negotiation, based on evaluation of negotiating powers. The object of the article is international business negotiation strategies, their design and implementation processes, the needs and possibilities for their improvement, considering the assessment of the negotiating powers feasibility factors. The article seeks to identify the key elements of negotiating powers, determining the potential of negotiating, their adequate evaluation and configuration options, affecting the course and efficiency of international business negotiations.
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Peleckis, Kęstutis, Valentina Peleckienė, Bahman Peyravi, and Edita Leonavičienė. "International business negotiations in a regulated and incomplete information market." In 11th International Scientific Conference „Business and Management 2020“. VGTU Technika, 2020. http://dx.doi.org/10.3846/bm.2020.511.
Regulations and government interventions often restrict competition in the market and rise cer-tain challenges in business negotiations, when competition in the market is more or less distorted. Remov-ing unnecessary restrains to competition and developing alternatives which still achieve the same policy objectives can bring substantial benefits for negotiation power of market business entities. Competition as-sessment is most effective when business negotiation entities have a clear sufficient information for com-paring options, sufficient resources for conducting an analysis, and sufficient technical skills for perform-ing the analysis. The aim of this article is to analyze in complex the unfolding theory and practice of development and implementation of business negotiating strategies in a regulated and incomplete infor-mation market, to reveal opportunities on development and implementing improvements of these strate-gies. Object of the research is the search of balance on negotiating powers in business negotiations in a regulated and incomplete information market. The scientific problem – negotiation theory lacks measures for assessment and balancing the negotiating powers between negotiation participants in a regulated and incomplete information market.
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Voivedich, Ben E. "A Top Ten List of Guideposts to Help Prepare for a Project Negotiation." In ASME 2002 Engineering Technology Conference on Energy. ASMEDC, 2002. http://dx.doi.org/10.1115/etce2002/per-29132.
Given a negotiating life cycle that includes preplanning, formal planning, performing the negotiation, and post negotiation review, this paper is oriented toward project team members without formal negotiation training that are looking for easy-to-follow “guideposts” to pre-plan and get ready for negotiations with vendors, business unit representatives, and other project stakeholders. The guidepost, or checklist, items are meant to serve as: a “mental launching pad” for an upcoming negotiation or as an organizer for the planning of a larger full-blown negotiation.
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Peleckis, Kęstutis. "Preparation of International Business Negotiations Strategies Based on Evaluation of Negotiating Power: Case of E-Commerce." In Contemporary Issues in Business, Management and Education. VGTU Technika, 2015. http://dx.doi.org/10.3846/cibme.2015.03.
Research Design and Methods: logical analysis, generating conclusions, comparing and generalization methods, game theory methods, multiple criteria evaluation. Findings: from experimental verification of model, which was created by author of article for development of international business negotiations strategies, it can be stated that this model can be used for electronic negotiations: both as a standalone tool or as a measure requiring partial negotiator intervention. As well created negotiation strategy model can be used to support the negotiations through various databases. Results of the investigation can be used to create business negotiation strategies in international business, with regard to globalization, internationalization and cooperation processes characterized by multiculturalism. Implications and Recommendations: The use of the heuristic algorithms can help to manage effectively the process of negotiations. Selection of principles and rules must be carried out by specialists of high qualifications and experience, consultants, negotiators in the fields concerned, in order to determine which option is the best, taking into account the specifics of each task, goals and conditions. Contribution and Value Added: perspective of using the developed model of international business negotiations: negotiation support tool, information tool for reducing uncertainty, autonomous engine of the negotiation process, management of large quantities of information.
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De Jonge, Dave. "An Analysis of the Linear Bilateral ANAC Domains Using the MiCRO Benchmark Strategy." In Thirty-First International Joint Conference on Artificial Intelligence {IJCAI-22}. California: International Joint Conferences on Artificial Intelligence Organization, 2022. http://dx.doi.org/10.24963/ijcai.2022/32.
The Automated Negotiating Agents Competition (ANAC) is an annual competition that compares the state-of-the-art algorithms in the field of automated negotiation. Although in recent years ANAC has given more and more attention to more complex scenarios, the linear and bilateral negotiation domains that were used for its first few editions are still widely used as the default benchmark in automated negotiations research. In this paper, however, we argue that these domains should no longer be used, because they are too simplistic. We demonstrate this with an extremely simple new negotiation strategy called MiCRO, which does not employ any form of opponent modeling or machine learning, but nevertheless outperforms the strongest participants of ANAC 2012, 2013, 2018 and 2019. Furthermore, we provide a theoretical analysis which explains why MiCRO performs so well in the ANAC domains. This analysis may help researchers to design more challenging negotiation domains in the future.
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Nita, Mircea aurel. "SYSTEM OF MANAGERIAL INDICATORS USED IN ELEARNING FOR THE PERFORMANCE GROWTH OF A NEGOTIATION PROCESS." In eLSE 2014. Editura Universitatii Nationale de Aparare "Carol I", 2014. http://dx.doi.org/10.12753/2066-026x-14-224.
: Performance negotiator reaches success in negotiation process by following the steps of an algorithm from beginning till the end, with the ability to keep concentrated, to be aware of his position and other partner in negotiation frame. Negotiator should also develop ability to integrate and harmonize the negotiating partners' interests at their own without harming their and his Inner Self coherence. The quantification of the dynamic of a negotiation process, refers to the system of indicators and indices which are used for analysis of a phenomenon and, especially to analyze the efficiency and effectiveness of a process. The present paper underline the importance of desingning a grid of indicators and parameters in negotiation (25 indicators are described, from a total number of 63), which through generalisation, may become standard parameters for any negotiation activity and an instrument for any type of organization which include job description for negotiators, too. The system of indicators is the result of practical experience in applying the proposed indicators and indices within a network of many sales negotiators from a profit-oriented company. It is especially important that every manager, on every hierarchical level, establish a set of objectives that he must reach and also define a set of adequate indicators which would permit him to assess the reaching of those objectives. In the end, every negotiator has his own set of individual objectives as a check list. This set of standard parameters has been designed and used for monitoring the daily, weekly, monthly, yearly performance of a sales negotiator with direct applicability in training for e-learning, by the help of simulate and modeling.
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Peleckis, Kęstutis, Valentina Peleckienė, Kestutis Peleckis, and Edita Leonavičienė. "Negotiating strategy: importance of the market definition." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.079.
Purpose – the purpose of the article is to examine how the extent of competition in the market affects the balance of bargaining powers of market participants. This often results in negative consequences for both buyers and suppliers. This study has important theoretical and practical implications. The authors made an analysis of existing theory and practice on negotiation strategies in a complex way, in accordance with levels of competition. Paper reveals the opportunities to develop and implement these strategies, taking into account market definition options. Research methodology – the paper examines the application of Nash equilibrium to the preparation of negotiation strategies, looking at the function for the best result. The study would help to prepare business strategies for different competition levels. Findings – the ways of preparation of negotiation strategies with different levels of competition, focusing on market definition opportunities. Research limitations – there are not enough measures in international business negotiation theory helping to develop negotiation strategies in the face of distorted market competition and difficulties to define the market. Practical implications – findings of the article will give opportunities for policymakers to develop and implement strategies for business negotiations. Originality – the article consists presentation of new tools for negotiators in preparing negotiating strategies.
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Bagga, Pallavi, Nicola Paoletti, Bedour Alrayes, and Kostas Stathis. "A Deep Reinforcement Learning Approach to Concurrent Bilateral Negotiation." In Twenty-Ninth International Joint Conference on Artificial Intelligence and Seventeenth Pacific Rim International Conference on Artificial Intelligence {IJCAI-PRICAI-20}. California: International Joint Conferences on Artificial Intelligence Organization, 2020. http://dx.doi.org/10.24963/ijcai.2020/42.
We present a novel negotiation model that allows an agent to learn how to negotiate during concurrent bilateral negotiations in unknown and dynamic e-markets. The agent uses an actor-critic architecture with model-free reinforcement learning to learn a strategy expressed as a deep neural network. We pre-train the strategy by supervision from synthetic market data, thereby decreasing the exploration time required for learning during negotiation. As a result, we can build automated agents for concurrent negotiations that can adapt to different e-market settings without the need to be pre-programmed. Our experimental evaluation shows that our deep reinforcement learning based agents outperform two existing well-known negotiation strategies in one-to-many concurrent bilateral negotiations for a range of e-market settings.
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Alankarage, S., A. Samaraweera, J. Royle, A. Macolino, S. Robertson, and AD Palihakkara. "Cultural basic assumptions of consultants and contractors during negotiations: The case of South Australian construction industry." In 10th World Construction Symposium. Building Economics and Management Research Unit (BEMRU), University of Moratuwa, 2022. http://dx.doi.org/10.31705/wcs.2022.23.
Negotiations are required in every stage of a construction project. The process of negotiation involves being able to understand the position and emotions of the other side of the negotiation. A reliable means for understanding cultural basic assumptions on negotiation tactics assist in better predicting how individuals may act in a negotiation. This research aims to analyse the effect of basic assumptions of consultants and contractors on negotiations in the South Australian construction industry. This was approached through a case study research strategy, utilising semi-structured interviews with two contractors and two consultants each from three large South Australian Road projects followed by a Content Analysis. Findings reveal that both the contractors and consultants believe the nature of human relationships as collaborative and therefore view negotiations as a mean of strengthening the partnership. They negotiate openly to reach win-win outcomes. They view the nature of human nature to be good, therefore more trust and more openness to creative new ideas in negotiation planning. Respondents mostly believe the nature of the human activity to be harmonizing and are more likely to use trade-offs in reaching mutually beneficial negotiation outcomes. The knowledge created in this research will be useful for anyone preparing to negotiate within the South Australian construction industry or similar cultural setups to understand and predict how contractors and consultants would react to different situations and issues within negotiation processes and to achieve effective outcomes. Further research can study the basic assumptions of sub-contractors about negotiations.
Reports on the topic "Negotiation":
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Diessner, Natallia Leuchanka, Catherine Ashcraft, Weiwei Mo, and Cuihong Song. Pearl River Negotiation Simulation: Negotiating the Future of Dams. University of New Hampshire Libraries, 2020. http://dx.doi.org/10.34051/p/2020.394.
Jacquenet, C., D. Zhang, and P. Georgatsos. Dynamic Service Negotiation: The Connectivity Provisioning Negotiation Protocol (CPNP). Edited by M. Boucadair. RFC Editor, October 2020. http://dx.doi.org/10.17487/rfc8921.
Zabludovsky, Jaime, and Herminio Blanco M. Free Trade Area of the Americas: The Scope of the Negotiations. Inter-American Development Bank, June 2003. http://dx.doi.org/10.18235/0011083.
The purpose of this work is to analyze the negotiation agenda of the Free Trade Area of the Americas (FTAA), its participants¿ main interests and the main conflicts that might arise in the process. Hence, a revision of the core interests pursued by countries in each of the nine FTAA negotiating groups is made. Interests are classified into "defensive" and "offensive". The first, are those pursued by the status quo, generally associated with the protection of the domestic market, and the latter, respond to the objective of achieving free access to the markets of participating countries. Then, diverse factors characterizing the FTAA negotiation as a unique initiative, are examined, namely: (1) the ambitious negotiation agenda and the relatively short time for its accomplishment; (2) the high number of participating countries; (3) diversity in size and productive structure of participating countries; (4) the coincidence of FTAA negotiations, the Doha Round and trade agreements signed by a significant number of countries in the region; (5) the coexistence of the future hemispheric agreement with current trade and other agreements in the region; and (6) the USA political environment.
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Pérez del Castillo, Carlos. Agricultural Negotiations in the World Trade Organization (WTO) and Their Links to the Free Trade Area of the Americas (FTAA). Inter-American Development Bank, August 2002. http://dx.doi.org/10.18235/0012266.
This paper was developed for the Regional Policy Dialogue on Trade and Integration Network in August of 2002. This paper is an in-depth discussion of how agriculture occupied a sideline position during the negotiations for the formation of the FTAA and WTO. Main topics in regards to the negotiation rounds include a discussion of export subsidies, export credits, food aid, state trading enterprises, and export restrictions and taxes. In addition, this paper reflects on the relationship between both negotiations and their differences as compared to Latin American countries' priorities in the sphere of negotiation.
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Kelly, Luke. Lessons learnt from humanitarian negotiations with the Taliban, 1996-2001. Institute of Development Studies (IDS), September 2021. http://dx.doi.org/10.19088/k4d.2021.11.
This rapid literature review finds that humanitarian actors responded in a variety of ways to Taliban actions limiting principled aid in the country during the period of their rule (1996-2001). The report is focused on the findings around humanitarian negotiation and the strategy of humanitarian actors in response to Taliban policies limiting women's ability to work for humanitarian organisations or access services. The findings are not intended to imply parallels with the current situation in Afghanistan. Evidence is in the form of a number of evaluations, academic articles and lessons learned papers on negotiating with the Taliban. It discusses the methods of negotiating with the Taliban (e.g. co-ordination, working with the leadership or rank-and-file), the content of negotiations and particularly the question of reaching agreement on women’s rights, as well as humanitarian actors’ negotiating capacity. There is less discussion on the negotiation of specific programmes (e.g. anti-gender-based violence programmes). Due to the different goals and principles of humanitarian actors, as well as different ideas of feasibility, conclusions on the effectiveness of negotiating tactics vary. Strategies therefore cannot be judged as 'successful' without reference to a conception of what is most important in humanitarian programming, and the constraints of the situation. The review highlights lessons on good negotiating practices. The main issue being negotiated was the clash between the Taliban's restrictions on women and humanitarian actors' aim of providing aid to all, including women, according to need. Various strategies were used to persuade the Taliban to consent to principled aid. This review considers aid agency negotiating strategy and tactics, as well as the underlying interests and constraints that may make negotiations more or less successful.
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Kelly, Luke. Lessons Learnt from Humanitarian Negotiations with the Taliban, 1996-2001. Institute of Development Studies (IDS), September 2021. http://dx.doi.org/10.19088/k4d.2021.126.
This rapid literature review finds that humanitarian actors responded in a variety of ways to Taliban actions limiting principled aid in the country during the period of their rule (1996-2001). The report is focused on the findings around humanitarian negotiation and the strategy of humanitarian actors in response to Taliban policies limiting women's ability to work for humanitarian organisations or access services. The findings are not intended to imply parallels with the current situation in Afghanistan. Evidence is in the form of a number of evaluations, academic articles and lessons learned papers on negotiating with the Taliban. It discusses the methods of negotiating with the Taliban (e.g. co-ordination, working with the leadership or rank-and-file), the content of negotiations and particularly the question of reaching agreement on women’s rights, as well as humanitarian actors’ negotiating capacity. There is less discussion on the negotiation of specific programmes (e.g. anti-gender-based violence programmes). Due to the different goals and principles of humanitarian actors, as well as different ideas of feasibility, conclusions on the effectiveness of negotiating tactics vary. Strategies therefore cannot be judged as 'successful' without reference to a conception of what is most important in humanitarian programming, and the constraints of the situation. The review highlights lessons on good negotiating practices. The main issue being negotiated was the clash between the Taliban's restrictions on women and humanitarian actors' aim of providing aid to all, including women, according to need. Various strategies were used to persuade the Taliban to consent to principled aid. This review considers aid agency negotiating strategy and tactics, as well as the underlying interests and constraints that may make negotiations more or less successful.
