Journal articles on the topic 'Negotiation'
To see the other types of publications on this topic, follow the link: 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 '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
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.
Abstract:
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.
2
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.
Abstract:
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.
3
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.
Abstract:
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.
4
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.
Abstract:
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.
5
Altschul, Carlos. "Internal Coordination in Complex Trade Negotiations." International Negotiation 12, no. 3 (2007): 315–31. http://dx.doi.org/10.1163/138234007x240655.
Abstract:
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.
6
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.
Abstract:
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.
7
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.
Abstract:
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).
8
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:
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.
9
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:
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.
10
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.
Abstract:
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.
11
Liu, Dongyue. "Language Art in Business Negotiations of Transnational Trade." Advances in Economics, Management and Political Sciences 31, no. 1 (November 10, 2023): 176–81. http://dx.doi.org/10.54254/2754-1169/31/20231534.
Abstract:
Trade activities between countries have become the main way of economic activities, and it is inevitable to conduct business negotiations when conducting trade activities. People usually only pay attention to the negotiation skills, but do not pay too much attention to the expression of language. However, language, tone and behavior will affect the negotiations and produce different negotiation results. Therefore, this paper studies the relationship between language expression and the outcome of transnational business negotiations by collecting real cases about the influence of language arts on the outcome of negotiations and making a specific analysis of the cases. Studies have found that cultural differences between different countries will produce different behaviors in business negotiations, the tone of the negotiation will also affect the outcome of the negotiation, and whether to listen carefully will also make the negotiating parties have different psychological feelings, and ultimately affect the success of the negotiation. Therefore, language arts play a very important role in cross-border trade and business negotiations.
12
Takahashi, Toki, Ryota Higa, Katsuhide Fujita, and Shinji Nakadai. "VeNAS: Versatile Negotiating Agent Strategy via Deep Reinforcement Learning (Student Abstract)." Proceedings of the AAAI Conference on Artificial Intelligence 36, no. 11 (June 28, 2022): 13065–66. http://dx.doi.org/10.1609/aaai.v36i11.21669.
Abstract:
Existing research in the field of automated negotiation considers a negotiation architecture in which some of the negotiation components are designed separately by reinforcement learning (RL), but comprehensive negotiation strategy design has not been achieved. In this study, we formulated an RL model based on a Markov decision process (MDP) for bilateral multi-issue negotiations. We propose a versatile negotiating agent that can effectively learn various negotiation strategies and domains through comprehensive strategies using deep RL. We show that the proposed method can achieve the same or better utility than existing negotiation agents.
13
GWIAZDA-RZEPECKA, Brygida. "NEGOTIATIONS IN PEACE SUPPORT OPERATIONS IN IRAQ AND AFGHANISTAN – RESEARCH RESULTS." Scientific Journal of the Military University of Land Forces 163, no. 1 (January 2, 2012): 73–93. http://dx.doi.org/10.5604/01.3001.0002.3234.
Abstract:
Negotiation has become one of the most socially effective methods of solving conflicts. The aim of this article is to present the results of research on negotiations in peace support operations in Iraq and Afghanistan. There have been five negotiating styles discussed as their role appears to be crucial in the negotiation process. Some conclusions on conducting negotiations have been elaborated as well.
14
Crump, Larry. "Negotiation Process and Negotiation Context." International Negotiation 16, no. 2 (2011): 197–227. http://dx.doi.org/10.1163/138234011x573011.
Abstract:
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.
15
Vakhnina, V. V. "Psychology of negotiating activity of employees of internal affairs agencies in situations related to the fact of committing a crime." Psychology and Law 6, no. 4 (2016): 16–23. http://dx.doi.org/10.17759/psylaw.2016060403.
Abstract:
The author considers the problem of negotiating with the perpetrators of the criminal act in situations related to the fact of the crime. It identified six types of negotiation, including: negotiating with terrorists, hostage-taking on mercenary motives for ransom or other benefits; negotiate with criminals, hostage-taking, being caught in flagrante delicto; negotiate with criminals operating on psychological grounds; talks with political extremists; Negotiations with religious fanatics, acting in accordance with their religious beliefs; Negotiations with the crowd in order to prevent riots. The negotiations with the criminals studied as a managed balanced system, which includes the process of negotiation, management negotiating process under the influence of external conditions, factors and subjects of composition.
16
Jonker, Catholijn M., Koen V. Hindriks, Pascal Wiggers, and Joost Broekens. "Negotiating Agents." AI Magazine 33, no. 3 (September 20, 2012): 79. http://dx.doi.org/10.1609/aimag.v33i3.2421.
Abstract:
Negotiation is a complex emotional decision-making process aiming to reach an agreement to exchange goods or services. From an agent technological perspective creating negotiating agents that can support humans with their negotiations is an interesting challenge. Already more than a decade, negotiating agents can outperform human beings (in terms of deal optimality) if the negotiation space is well-understood. However, the inherent semantic problem and the emotional issues involved make that negotiation cannot be handled by artificial intelligence alone, and a human-machine collaborative system is required. This article presents research goals, challenges, and an approach to create the next generation of negotiation support agents.
17
Jaskólska, Agata. "Business Negotiations with Special Emphasis on Preparation Phase." Kwartalnik Ekonomistów i Menedżerów 40, no. 2 (April 1, 2016): 65–80. http://dx.doi.org/10.5604/01.3001.0009.4499.
Abstract:
The aim of this article is to describe the negotiation process including the preparation phase. The article is based on conclusions and thoughts drawn from the research which has been conducted by the author for a few years. As an experienced negotiator and the president of the National Negotiators Association the author knows from autopsy that the initial phase is often underestimated, although its influence on the outcome of negotiations is crucial. The research allowed the author to briefly present arrangements and the authorial negotiation model. The article may be of interest to managers who very often have to negotiate different agreements and contracts and whose negotiating skills constitute essential part of their competence portfolio. Such competences are required from many specialists, particularly those involved in commerce.
18
Qiu, Siyi. "Business English Negotiation Strategies from the Perspective of Cultural Self-confidence." Frontiers in Humanities and Social Sciences 3, no. 9 (September 21, 2023): 167–71. http://dx.doi.org/10.54691/fhss.v3i9.5650.
Abstract:
With the economic globalization and the increasingly frequent international business exchanges, negotiating with people from different countries and cultures is bound to be a thorny issue, and culture plays a crucial role in international business negotiations. This paper tries to analyze the influence of cultural self-confidence on business English negotiation, point out the challenges faced by business English negotiation in the perspective of cultural self-confidence and propose corresponding negotiation strategies, so as to strive for the success of negotiation.
19
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.
Abstract:
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
20
Kang, Byung-Hwan. "A Study on China’s Characteristics’ Negotiation Strategy." Global Knowledge and Convergence Association 5, no. 2 (December 31, 2022): 221–63. http://dx.doi.org/10.47636/gkca.2022.5.2.221.
Abstract:
This paper divides China’s negotiations into three major types: hostile negotiations, concession-type negotiations, and ‘collision and cooperation’. Hostile negotiations are negotiations that are conducted with the intention of distrusting one side, lack of goodwill. As an example of hostile negotiations, the text cites the armistice negotiations in the Korean War and the ambassador-level talks between China and the United States from 1955 to 1970 as examples. Concession negotiations are similar to tributary-typed negotiation. In other words, it is a type of negotiation in which economic interests are sacrificed for political gain. The economic deficit can be compensated by a political surplus. As an example of concession-type negotiations, this article mainly analyzes the 23 agreements signed between Taiwan and mainland China in the Ma Ying-jiu period (2008-2016) and the agreements signed by China with the Third World countries before open door policy. ‘Conflict and cooperative negotiation’ is a negotiation in which both sides have common interests and there is also a conflict of interest between the two sides. As an example of this type, this article focuses on the The Sino-British Joint Declaration and the 1972 Shanghai Communique between China and the US. This paper intend to derive a unique negotiation strategy to China that is distinct from negotiation with other countries. At the same time, This paper is to provide a useful reference for experts in various fields who will know China’s negotiating strategy and behavior, and will engage in negotiations with China.
21
Perkov, Davor, and Dinko Primorac. "Business Negotiation as a Crucial Component of Sales." International Journal of Innovation and Economic Development 2, no. 4 (2015): 48–57. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.24.2005.
Abstract:
Negotiation is a controlled communication process that resolves the conflict of interest of two or more negotiating parties (when each party can block the achievement of the objective of the other side). The key to negotiating effectively is to know how much to offer in which moment and know where and how to draw the line of what we are prepared to accept. Negotiation theory in some segments differs from the negotiation in sales. The purpose of the paper was to point out the specific potentials, problems, dynamics and importance of negotiation as a crucial component of sales. The main hypothesis of the paper is that many companies today leave negotiation function outside of standardization in the business processes. It will be clarified what are the contents of negotiating function, how it affects development and how to acquire negotiating skills best in the sales process. The aim is to draw attention to dimensions that preparation process has when leading the course of negotiations to accomplish desired sales goals. Primary research has been conducted on the sample of fifty (N=50) respondents from different Croatian companies. The findings indicate that Croatian employees are not prepared quite adequately for the process of negotiation and that they are not improving their negotiation skills.
22
Chen, Yixuan. "The influence of different cultures on international business negotiations & Strategies." Highlights in Business, Economics and Management 10 (May 9, 2023): 161–66. http://dx.doi.org/10.54097/hbem.v10i.8033.
Abstract:
International business negotiation is an indispensable part of cross-border and foreign trade. Strategy, psychology, and social context are three important factors in international business negotiation. The strategy includes the preparatory work before the negotiation; the psychological element includes how to understand the mental activities of the other party; the social context also includes the negotiator's country and cultural background. This paper focuses on the analysis of these three elements. It covers the different negotiating priorities and habits of Eastern and Western people or negotiating teams due to cultural differences and includes strategies and countermeasures when facing economic situations. Two strategies are also provided: distributive strategy and comprehensive strategy. Those two refer to people who use both of them in the negotiation, but with different intentions and behaviors. Brett's Model provides a good connection between cultural differences and negotiation priorities for a more in-depth analysis of negotiations throughout the text. From the perspective of limitations, international business negotiations will always be affected by inherent factors, such as cultural differences, different ways of thinking, etc. From a future perspective, this area deserves further research to break the existing inherent problems.
23
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.
Abstract:
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.
24
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.
Abstract:
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.
25
Putri, Liza Diniarizky, Abdul Malik, Selly Novinka Putri, and Hellya Sri Hartani. "Social Change-based Identity Negotiation: Case of “Cina Benteng” and Indigenous Community in Kalipasir Tangerang, Banten." JSW (Jurnal Sosiologi Walisongo) 6, no. 2 (October 28, 2022): 173–88. http://dx.doi.org/10.21580/jsw.2022.6.2.11570.
Abstract:
Chinese and indigenous people in Kalipasir have lived together for centuries. Although they experienced various social changes due to changes in spatial planning, job opportunities, and cultural recognition, they still lives in harmony by negotiating its identity. Applying qualitative research this study will reveal: what factors drive the negotiation of the identity of the people of Kampung Kalipasir? How did the identity negotiations in Kalipasir Village take place? and what impact does this identity negotiation have on people's attitudes to social change? This study reveals that identity negotiations are driven by factors of cultural diversity, economic equality, and the presence of a common enemy. The form of identity negotiation that occurs is manifested in three behaviors, namely tolerance, prioritizing togetherness, and maintaining tradition. The consequences of this identity negotiation led to a multicultural attitude, prioritizing deliberation, and rejecting exclusivity. This finding shows that a multicultural society can develop in response to social change without having to become a hybrid society by negotiating a tolerant identity and building togetherness while still maintaining traditional values.
26
Faure, Guy Olivier. "Negotiating with Terrorists: The Hostage Case." International Negotiation 8, no. 3 (2003): 469–94. http://dx.doi.org/10.1163/1571806031310752.
Abstract:
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.
27
Ghalayini, Latifa, and Dana Deeb. "Building an Automated win-win Negotiation Process Model." Information Management and Business Review 13, no. 1(I) (July 10, 2021): 33–46. http://dx.doi.org/10.22610/imbr.v13i1(i).3162.
Abstract:
This paper builds an automated negotiation process model for integrative negotiations. The process model defines and automates the necessary phases and activities along with the integrative negotiation approach principles to create win-win outcomes that mutually satisfy negotiating parties. However, to realize this objective, the negotiation literature and theories are reviewed to determine the relevant theories for integrative negotiations that help to develop and form the basis of the process model. After investigation, it became evident that three main theories, which are Decision Theory, Rational Choice Theory and Mutual Gains Theory, contribute to building the integrative process model by setting its phases and components. The model is composed of five main phases with several sub-phases. Decision theory with mutual gains theory provides the robust process model through several phases, and rational choice theory with mutual gains theory ensures they are implemented in a fair, objective manner to come up with a satisfying win-win solution. Hence, automated negotiation processes when designed in a robust manner that is based on the theory that serves integrative approaches could lead to win-win negotiation outcomes. The foundation of the win-win negotiation process model contributes to designing win-win negotiation outcomes through structuring automated negotiation and setting its phases along with the integrative negotiation principles. It develops the negotiation field by integrating automation and the integrative approach principles in a process model.
28
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.
Abstract:
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.
29
Shikhalkina, Tatiana Grigorievna. "Peculiarities of the communicative level of negotiation language in the English-language movies." Litera, no. 6 (June 2020): 143–50. http://dx.doi.org/10.25136/2409-8698.2020.6.33083.
Abstract:
The object of this research the communicative peculiarities of negotiation language on the example of English-language movies. Due the growing attention to the means of successful negotiations, the authors raise the relevant question on the need to consider speech aspects of negotiation process. The goal of this work is to analyze the communicative strategies and tactics (“pressure”, “high opening offer”, “disqualification”, “guilt”, “salami”) in the process of negotiations from the perspective of their effectiveness in achieving desired communicative goals. Combination of theoretical overview of the strategies and tactics of negotiation, as well as analysis of the effectiveness of applying tactics to achieve goals of negotiating parties were chosen as the methods for this research. The novelty of this article consist in reference to communicative peculiarities of negotiations in movies that have not previously been the object of analysis in the area of communication studies. The results of this research allowed determining the key strategies and tactics of negotiation in the analyzed films, as well as defining their effectiveness in the negotiation process.
30
Shikhalkina, Tatiana Grigorievna. "Communication peculiarities of negotiation language on the example of texts of English-language fiction films." Litera, no. 9 (September 2020): 103–10. http://dx.doi.org/10.25136/2409-8698.2020.9.32920.
Abstract:
The object of this research the communicative peculiarities of negotiation language on the example of English-language movies. Due the growing attention to the means of successful negotiations, the authors raise the relevant question on the need to consider speech aspects of negotiation process. The goal of this work is to analyze the communicative strategies and tactics (“pressure”, “high opening offer”, “disqualification”, “guilt”, “salami”) in the process of negotiations from the perspective of their effectiveness in achieving desired communicative goals. Combination of theoretical overview of the strategies and tactics of negotiation, as well as analysis of the effectiveness of applying tactics to achieve goals of negotiating parties were chosen as the methods for this research. The novelty of this article consist in reference to communicative peculiarities of negotiations in movies that have not previously been the object of analysis in the area of communication studies. The results of this research allowed determining the key strategies and tactics of negotiation in the analyzed films, as well as defining their effectiveness in the negotiation process.
31
HISAN, NAILUL. "UPAYA MENINGKATKAN KOMPETENSI NEGOSIASI MELALUI MODEL PEMBELAJARAN ACTION LEARNING." TEACHING : Jurnal Inovasi Keguruan dan Ilmu Pendidikan 2, no. 3 (November 19, 2022): 348–58. http://dx.doi.org/10.51878/teaching.v2i3.1662.
Abstract:
Action learning is one form of implementation of the Ministry of Finance's Corporate University. Action learning activities are implemented after the completion of structured learning. The purpose of this study is know the opinion of participants about action learning activities. The types of action learning activities in PJJ Effective Negotiation Skills are summarizing negotiation books, sharing negotiation knowledge with colleagues, or negotiation practices in the workplace. The research method used qualitative research whose data is obtained from action learning activity reports. The data is collected from the PJJ Effective Negotiation Skills action learning report organized by the Financial Education and Training Center Denpasar 2022. The results showed that participants felt the benefits of action learning activities. From the participants' reports, we obtained information that action learning was able to increase participants' knowledge about negotiations, increase participants' ability to prepare for negotiations, increase participants' readiness to face the different characters of negotiating partners and increase confidence in negotiating. In addition, during the practice of negotiating with partners, participants have also been able to convince their negotiating partners. ABSTRAKAction learning merupakan salah satu bentuk implementasi Kementerian Keuangan Corporate Universiy. Kegiatan action learning dilaksanakan setelah selesainya pembelajaran terstruktur. Penelitian ini bertujuan untuk mengetahui pendapat peserta mengenai kegiatan action learning. Jenis kegiatan action learning pada PJJ Effective Negotiation Skills adalah merangkum buku negosiasi, melakukan knowledge sharing negosiasi kepada rekan kerja, atau melakukan praktik negosiasi di tempat kerja. Metode penelitian yang digunakan adalah penelitian kualitatif yang datanya diperoleh dari laporan kegiatan action learning. Data yang dikumpulkan adalah laproan action learning PJJ Effective Negotiation Skills yang diselenggarakan oleh Balai Diklat Keuangan Denpasar 2022. Hasil penelitian menunjukkan bahwa peserta merasakan manfaat kegiatan action learning. Dari laporan peserta, diperoleh informasi bahwa action learning mampu menambah pengetahuan peserta mengenai negosiasi, meningkatkan kemampuan peserta dalam melakukan persiapan negosiasi, meningkatkan kesiapan peserta menghadapi keragaman karakter mitra negosiasi dan menambah kepercayaan diri dalam melakukan negosiasi. Selain itu saat praktek negosiasi dengan mitra kerja peserta juga telah mampu meyakinkan lawan negosiasinya.
32
Kang, Yeungtae. "The characteristics of China’s military negotiation strategy." Journal of Advances in Military Studies 5, no. 1 (April 30, 2022): 79–94. http://dx.doi.org/10.37944/jams.v5i1.127.
Abstract:
It was observed from the Korean War ceasefire talks, China-Soviet border disputes, India-China border disputes, Hong Kong return negotiations, and South China Sea conflicts that China adopted distributed negotiation strategy. Furthermore, the purpose of this paper is to derive an effective approach by identifying the types of military negotiation strategies used by China in conflicts with neighboring countries. Such research can contribute to the expansion of research topics on security-political-military relations owing to recent changes in the regional security environment (North Korea, the United States, Japan, and China) surrounding the Republic of Korea. Through the literature of various case studies, it was observed that China’s negotiation strategy differed depending on the attitude or response demonstrated by the target country. Thus, it could be confirmed that China's hostile negotiations alter and reach an agreement if the negotiator acquires military victories, exercises tough measures that threaten the negotiations themselves, or exerts diplomatic all-out pressure. This cannot be achieved by military methods alone. For instance, in the case of the South China Sea dispute, strong diplomatic pressure transformed China's negotiation strategy into an integrated negotiation strategy.
33
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.
Abstract:
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.
34
Neves, Joao S., and Behnam Nakhai. "Negotiation Strategies under Sigmoid Preferences." International Journal of Strategic Decision Sciences 7, no. 3 (July 2016): 38–50. http://dx.doi.org/10.4018/ijsds.2016070102.
Abstract:
The diminishing returns concept undergirds many economic theories and has led to the common assumption of concave preferences in the negotiation literature. Realizing that in practice negotiating parties are often confronted with very steep disagreements, negotiation researchers have investigated the impact of convex preferences on compromise and logrolling bargaining strategies. This article extends the previous work to the case of sigmoid preferences and examines the resulting possible shapes of the efficient frontier curve in two-party multi-issue negotiations. The implications for compromise and logrolling negotiation strategies are discussed.
35
Peleckis, Kęstutis. "Multi-criteria assessment tools for achieving balance between negotiating powers under distorted conditions of competition in construction sector’s market." SHS Web of Conferences 129 (2021): 12003. http://dx.doi.org/10.1051/shsconf/202112912003.
Abstract:
Research background: this study identified which factors influence other factors and how they have a greater impact on the value of a business entity’s HHI index. By knowing the key factors, they can be used to model possible mergers and their impact on the HHI index and possible changes in the market power balance. Purpose of the article: to present the concept of business negotiation system, enabling to model and effectively manage the process of development and implementation of negotiation strategies, assessing the negotiating power of negotiating parties and selecting multi-criteria assessment tools to balance them in the conditions of distorted construction sector market competition. Methods: multi-criteria assessment is used to assess the market power of business entities in business negotiations in order to select effective strategic solutions for construction sector’s business negotiations. Findings & Value added: a developed algorithm for the development of construction sector’s business negotiation strategy based on evaluations of bargaining power is presented.
36
Bowles, Hannah Riley, Bobbi Thomason, and Inmaculada Macias-Alonso. "When Gender Matters in Organizational Negotiations." Annual Review of Organizational Psychology and Organizational Behavior 9, no. 1 (January 21, 2022): 199–223. http://dx.doi.org/10.1146/annurev-orgpsych-012420-055523.
Abstract:
A person's gender is not a reliable predictor of their negotiation behavior or outcomes, because the degree and character of gender dynamics in negotiation vary across situations. Systematic effects of gender on negotiation are best predicted by situational characteristics that cue gendered behavior or increase reliance on gendered standards for agreement. In this review, we illuminate two levers that heighten or constrain the potential for gender effects in organizational negotiations: ( a) the salience and relevance of gender within the negotiating context and ( b) the degree of ambiguity (i.e., lack of objective standards or information) with regard to what is negotiable, how to negotiate, or who the parties are as negotiators. In our summary, we review practical implications of this research for organizational leaders and individuals who are motivated to reduce gender-based inequities in negotiation outcomes. In conclusion, we suggest future directions for research on gender in organizational negotiations.
37
Abbasi, Bilal A., Ambreen Gul, and Aslan Amat Senin. "Negotiation Styles: A Comparative Study of Pakistani and Chinese Officials Working in Neelum–Jhelum Hydroelectric Project (NJHEP)." Journal of Creating Value 4, no. 1 (February 15, 2017): 110–22. http://dx.doi.org/10.1177/2394964316684239.
Abstract:
The real negotiation world, particularly cross-cultural negotiation, is highly complex and competitive as each party in today’s connected world is fully equipped with cultural intelligence. Therefore, negotiators have to go out of the box to satisfy all parties, that is, create value by expanding the negotiation pie. The purpose of this research study is to identify the preference of Pakistani and Chinese officials, who are working together on Neelum–Jhelum Hydroelectric Project (NJHEP), with respect to endorsement of different negotiation styles, that is, knowing their preferences for ‘value creation’ or ‘value claiming’. It also explores differences (if any) between managers of two nationalities with respect to opting certain negotiating strategies in their pursuit of value creation for their customers and stakeholders. Hence, it answers the core question: Do negotiation styles vary from one nation to other in a multicultural work setting? A sample of 303 managers (Pakistani managers = 153 and Chinese managers = 150) was extracted by using convenient sampling technique. Respondents were surveyed via close-ended questionnaire through emails and in person. Mean analysis was used to identify the dominant negotiation style of each nationality and t-test was applied to test the prevalence of hypothetical differences between Pakistani and Chinese officials concerning their choice of negotiation strategies. Chinese managers dominantly use competing negotiation style while negotiating with their Pakistani counterparts. In their negotiation style preference ranking, competing, collaborating, accommodating, compromising and avoiding style stood at 1st, 2nd, 3rd, 4th and 5th ranks, respectively. It means that, first they attempt to claim maximum value, if they fail to do so, they opt ‘value creation’ as their residual strategy, which requires proactive, conscious and imaginative actions. On the other hand, Pakistani managers excessively use accommodating style while negotiating with their Chinese counterparts. In their preference ranking, accommodating, compromising, collaborating, avoiding and competing style stood 1st, 2nd, 3rd, 4th and 5th, respectively. Here, it appears that Pakistani managers are ‘depleting the value’ by simply forgoing their interests instead of looking for a win–win situation. In fact, they are also creating value in a novel manner for their stakeholders (government and people of Pakistan) by accommodating foreign investors (Chinese), who are making hefty investments in their country. There is a significant difference between the approach of Pakistani and Chinese managers to create value during negotiations. This is the first study which unveils the negotiation style of Pakistani managers, particularly when they are negotiating with foreigners. Similarly, it reveals the negotiating style of the Chinese managers while negotiating with their Pakistani counterparts and on a foreign land. Understanding of negotiation styles of people will add value to all cross-cultural negotiation situations, particularly of those which are developed during implementation of projects under the umbrella of Pak-China Economic Corridor. It highlights the importance of cultural intelligence and sensitivity in multicultural negotiations and demands for managerial training on the subject.
38
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.
Abstract:
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.
39
Kovalchuk, A. "Peculiarities of negotiating by a barrister during reconciliation within pre-trial investigation." Herald of criminal justice, no. 4 (2019): 147–53. http://dx.doi.org/10.17721/2413-5372.2019.4/147-153.
Abstract:
So far, the current legislation provides the parties of the criminal proceedings for the right of reconciliation. Moreover, the Criminal and Criminal Procedure Codes provide for grounds, participants, stages of the reconciliation process. Nevertheless, the most crucial point for attainment of peace between the parties are direct negotiations of the victim and suspected person or defendant. It is logical that legislator doesn’t set limits and make recommendations upon negotiating process. The purpose of the article is to identify the main stages of negotiation with a view to reconciling the suspect and the victim in the pre-trial investigation and outlining known negotiation techniques that may be helpful to the lawyer in the process of communication between the parties in the context of reconciliation. It is stated, that the barrister is an irreplaceable member of the negotiating process during reconciliation within criminal proceedings. He can not only legally qualify the parties` interests, but also, based on his own experience and scientific awareness, can help achieve effective results of the negotiations. Meanwhile, the author justifies the necessity of additional awareness of the barrister with respect to negotiating and psychology aimed at speeding up of negotiations and establish contact with each party and between the parties. It is determined that the knowledge of classical communication techniques and the research of new communication techniques will increase the level of negotiation efficiency and, as a consequence, the successful resolution of conflicts. Given that reconciliation negotiations are often considered successful when satisfy the interests of all parties, development of communication skills based on the above mentioned techniques will help to reach consensus. The author seeks to analysis of the familiar negotiating techniques and making predictions about the implementation of theories within criminal procedural practice as well as illustration of the causal link between the lawyer's negotiating skills and the parties' possible reactions. The stage of the negotiation process is illustrated, taking into account the following categories: personal characteristics of the parties, the preparatory process, tactics and techniques of communication and feedback of the parties.
40
Trace, Karen. "The Art of Skilful Negotiating." Alberta Law Review 34, no. 1 (October 1, 1995): 34. http://dx.doi.org/10.29173/alr1099.
Abstract:
This article is a comprehensive outline of the rationale behind and the skills involved in alternative dispute resolution. A discussion on the nature of conflict leads to the submission that convergent negotiation is a more efficient means of settling disputes, as opposed to the divergent negotiations that are typified by conventional adversarial negotiation. This is followed by a discussion of the various theories on negotiations. The processes and rationale involved in interest based negotiations are then reviewed. A condition precedent to the process is to get the parties to realize that they have a common problem that must be solved collectively, and not that one party must "win" at the expense of the other. The key skills and attributes of a successful interest-based negotiator are outlined: the negotiator must focus on the problem, use appropriate communication techniques, set the tone for mutual gain, prepare properly for negotiations and practice frequent self-evaluation. The article concludes with a complete framework designed to lead to successful negotiations.
41
Kalmazova, N. А., and Е. G. Vyushkina. "Significant Aspects of Teaching Legal Negotiations to Law Students in Russia." Kutafin Law Review 11, no. 1 (April 10, 2024): 159–77. http://dx.doi.org/10.17803/2713-0533.2024.1.27.159-177.
Abstract:
The paper deals with the overview, prioritization and analysis of the elements that are inalienable in legal negotiations and teaching modules of the course on negotiations. An experienced legal negotiating coach keeps in mind a number of vital elements of the course, such as personal ch aracteristics of learners, stylistic patterns and cultural features. The data collected in the research supports the fact that cultural shifts reflected in the statements of negotiators have a direct impact on the negotiation result and often lead to misunderstandings and inability to reach an agreement. For instance, Russian businessmen often unconsciously apply inflexible aggressive integrated strategy of negotiations. Thus, the negotiation course module devoted to cultural awareness and appropriate negotiating strategies development should contain, inter alia, information connected with authentic reactions of negotiators belonging to a particular ethnic group, and this information should be scrutinized and deeply considered. Consequently, it will be useful to apply the priming teaching technique through the comparison and analysis of students’ responsive statements with native speakers’ responsive statements in one and the same simulation which will facilitate mastering successful negotiation skills leading to a package deal beneficial for all parties.
42
Zhang, Hong, Kai Zhang, Marco Warsitzka, and Roman Trötschel. "Negotiation complexity: a review and an integrative model." International Journal of Conflict Management 32, no. 4 (May 17, 2021): 554–73. http://dx.doi.org/10.1108/ijcma-03-2020-0051.
Abstract:
Purpose This paper aims to review and synthesize the existing literature related to negotiation complexity and provides an integrative model to systematically identify and examine factors contributing to negotiation complexity and how they affect negotiating parties’ behaviors and economic and subjective outcomes. Design/methodology/approach The approach was to combine relevant literature from negotiation in general and from negotiation complexity in particular and to develop and support an integrative model of complexity in real-world negotiations. Findings The literature on negotiation complexity and previous analytical frameworks are reviewed from a cross-disciplinary perspective. Based on the integrative review, an integrative model of negotiation complexity is proposed for identifying important complexity contributory factors. Six contributory factors are distinguished based on the three negotiation components – negotiation task, dynamic variables of negotiators and negotiation context. Their effects on negotiation complexity are examined and discussed with respect to four complexity dimensions (i.e. informational and computational, procedural, social and strategic dimensions). Finally, the effects of negotiation complexity on parties’ behaviors and outcomes are examined based on previous theoretical and empirical research and practical tools for managing negotiation complexity are delineated. Originality/value The integrative review and conceptualization of negotiation complexity are helpful for gaining a better understanding of negotiation complexity and its management in various real-world domains.
43
Wertheim, Edward, Leonard Glick, and Barbara Zepp Larson. "Teaching the Basics of Negotiation in One Class." Management Teaching Review 4, no. 2 (March 2, 2018): 95–118. http://dx.doi.org/10.1177/2379298118758700.
Abstract:
This interactive negotiation exercise was primarily developed for situations where only one or two sessions could be devoted to teaching negotiations. The exercise, which is conducted by the instructor with the whole class, involves a two-party negotiation that puts the students in the role of a board member for a nonprofit camp, negotiating with a prospective buyer whose positions are presented sequentially by the instructor. There are multiple decision points during the exercise, each of which requires students to recommend specific tactics or offer amounts. Students come out of the exercise with a greater understanding of the basics of negotiation including negotiation planning; when to make a first offer; how to determine goals, targets, and walkaways; ZOPA; reciprocity; anchoring; emotions; overcoming impasses; and distributive versus integrative negotiations. The exercise has been used in graduate, undergraduate, and executive education settings and is also well suited to a onetime presentation or a workshop.
44
Numprasertchai, Haruthai Putrasreni, and Fredric William Swierczek. "Dimensions of Success in International Business Negotiations: A Comparative Study of Thai and International Business Negotiators." Journal of Intercultural Communication 6, no. 1 (March 15, 2006): 1–16. http://dx.doi.org/10.36923/jicc.v6i1.419.
Abstract:
The success of international business relationships depends on effective business negotiations. Negotiators need to be well prepared. Understanding how to achieve international business negotiation outcomes and the factors relevant to the process will allow negotiators to be more successful. Based on theories of negotiation with a cultural focus, this study focuses on the dimensions of negotiating outcomes and process as perceived by Thai and International business negotiators related to past cross-cultural international business negotiations. From a review of negotiation practices a questionnaire focusing on positive retrospective negotiation experiences was developed and sent to executives working in Thailand. The results indicate that the important outcomes for successful cross-cultural negotiators are future-oriented prospects and performance. An information focus and a relationship orientation are the dominant keys to success identified by both Thai and International negotiators. Tactics and protocol are much less emphasized in successful experiences. International business negotiators significantly emphasize a specific time orientation more than their Thai counterparts.
45
Ramadhany, Medina, Nurillah Jamil Achmawati Novel, and Cecep Safa’atul Barkah. "Analysis of the Negotiation Process of PT Surya Bratasena Plantation with Pangkalan Kuras District, Pelalawan Regency." JBTI : Jurnal Bisnis : Teori dan Implementasi 12, no. 2 (September 6, 2021): 94–102. http://dx.doi.org/10.18196/jbti.v12i2.12098.
Abstract:
The negotiation process is found in many situations, both professional and non-professional. Thus, negotiations now do not occur only in the scope of business related to buying and selling products and services. Negotiation occurs when there are two or more parties who work together to resolve a problem involving the negotiating parties. Generally, one party has something that the other party wants and the other party is willing to negotiate about it. The resolution of the PT Surya Bratasena Plantation problem with Pangkalan Kuras District is an example of conflict resolution through a negotiation process. In this paper, the researcher examines and analyzes the negotiation process carried out by PT Surya Bratasena Plantation in resolving land conflicts.
46
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.
Abstract:
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.
47
Alaa, Assist Lecturer Nashwan. "Iranian National Security: Repercussions of Negotiations with the Great Powers." International and Political Journal, no. 56 (September 1, 2023): 497–522. http://dx.doi.org/10.31272/ipj.i56.263.
Abstract:
Negotiations constitute the first step on which countries rely to settle their differences peacefully, especially as they realize that the alternative to negotiations will have exorbitant and disastrous consequences.
There is no doubt that the negotiation process is a series of activities that need a comprehensive program to define the goals and means of achieving the required results, anticipating what the negotiation process mechanism will interpret, which is known as the negotiation strategy.
The Iranian negotiations with the great powers do not deviate from this framework, as each party seeks to implement several strategies to achieve the greatest possible gains. These negotiations received wide attention because of their significant impact on security stability in the region in general and the Arabian Gulf region in particular.
The Western and Iranian negotiating parties regarding the Iranian nuclear project used both strategies of common interest and conflict at the same time. While the Iranians seek to achieve the goal of producing nuclear energy with minimal losses, the Western powers seek to stop the Iranian nuclear program and subject Iranian policy to their will.
48
Theunissen, Petra, Andrea Crystal, and Sonja Verwey. "Gyselaaronderhandeling as oorreding." Communicare: Journal for Communication Studies in Africa 14, no. 2 (November 7, 2022): 62–77. http://dx.doi.org/10.36615/jcsa.v14i2.1929.
Abstract:
The use of negotiation in hostage situations is not a new concept. As a matter of fact, it has been used worldwide since the 1970's. However, the South African Police Service (SAPS) has been training its members in the use of hostage negotiations only since 1990. Seen in the light of greater community involvement by the SAPS it is expected that hostage negotiation as a nonviolent means of solving such situations will become more common as time goes by. In this article hostage negotiation is viewed as a form of persuasive communication. It focuses on the existence of and reasons for resistance to the persuasive content of hostage negotiations. Strategies that the hostage negotiator can use to overcome existing resistance are discussed, as well as strategies and techniques to initiate change in the hostage taker's behaviour, that is, to persuade the latter to let the hostage go unharmed the ultimate goal of such negotiations. Recommendation is made that South African hostage
49
Parvaneh, Alireza, and Farzaneh Nasseri. "Identify and Neutralize Negotiation Tactics and Tricks." International journal of Innovation in Marketing Elements 1, no. 1 (October 24, 2021): 49–60. http://dx.doi.org/10.59615/ijime.1.1.49.
Abstract:
Developed and industrialized countries of the world, along with economic, scientific, technological and industrial progress, have also achieved significant progress in the development of the science and technology of negotiation, especially foreign and international negotiations. Nowadays, in international relations, even at the level of simple internal relations with others, it is not enough just to have the right and to be a researcher, but also to know the negotiation strategies and tricks and ways to deal with them, as well as to negotiate the right well and principles. Self and showing the right seat on the negotiating table is a key factor in achieving the goal.
Experience teaches us that in front of us in foreign negotiations sit people as negotiators, the vast majority of whom, in addition to their specialized fields, are proficient in the principles, techniques, strategies and tricks of negotiation, which unfortunately Some of them are bad and inappropriate solutions and in some cases, these bad solutions are the cause of strategies in negotiations. It is our duty to confront such negotiators armed with the weapon of negotiation to the highest level of international standards. In this article, we have tried to get acquainted with the solutions of tricks in the negotiation process and to provide ways to deal with these solutions and tricks.
50
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.
Abstract:
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.