Relevant bibliographies by topics / Negotiation and conflict management

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Academic literature on the topic 'Negotiation and conflict management'

Author: Grafiati
Published: 4 June 2021
Last updated: 7 February 2022

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Journal articles on the topic "Negotiation and conflict management"

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Crump, Larry, and Christian Downie. "Understanding Climate Change Negotiations: Contributions from International Negotiation and Conflict Management." International Negotiation 20, no. 1 (2015): 146–74. http://dx.doi.org/10.1163/15718069-12341302.

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Climate change is the largest and most complicated interdependent issue the world has confronted. Yet there is little negotiation and conflict management knowledge within the climate change context. To address this gap, this theoretical article reviews the sparse extant literature and provides a brief overview of the science of climate change public policy. This review establishes a foundation for examining negotiation and conflict management research questions that emanate from current and future climate change negotiations. Such questions are considered for climate change mitigation negotiations and climate change adaptation negotiations. This article demonstrates how the negotiation and conflict management field can make important contributions to the study of interdependency in a context of climate change.
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McColl, Rod, Irena Descubes, and Mohammad Elahee. "How the Chinese really negotiate: observations from an Australian-Chinese trade negotiation." Journal of Business Strategy 38, no. 6 (2017): 38–46. http://dx.doi.org/10.1108/jbs-09-2016-0110.

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Purpose Previous research suggests that negotiation style and conflict management strategies are influenced heavily by cultural factors. In the case of the Chinese, findings have largely produced stereotypical views about their behavior, but the authors argue that this position is becoming increasingly blurred in the global economy. Design/methodology/approach Data were collected using participant observation during negotiations of a free-trade agreement between China and Australia followed by in-depth interviews with Chinese delegates. Findings Consistent with Confucianism and a Taoism-based value system, there was evidence of strong cultural influence on conflict management approaches. Two a priori Chinese strategies were evident – avoidance and accommodating, with five tactics. However, contrary to previous research, the authors found use of two conflict management strategies normally associated with a western approach – competing and compromising, with five associated tactics. Practical implications Chinese negotiators are knowledgeable and capable of adopting western negotiation strategies and tactics. The authors advise managers involved in international negotiations with Chinese managers to be cautious when relying on historical stereotypical assessments and to think differently about the emerging Chinese negotiator. Originality/value Few published negotiation studies involve real negotiations based on actual observations, particularly in an international setting. Contrary to many published studies, we demonstrate that conflict management approaches used by Chinese negotiators have evolved into a blend of traditional Chinese and western styles.
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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 (2009): 37–50. http://dx.doi.org/10.1177/0256090920090404.

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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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Donaldson, L. "Management for Doctors: Conflict, power, negotiation." BMJ 310, no. 6972 (1995): 104–7. http://dx.doi.org/10.1136/bmj.310.6972.104.

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Dwi Hapsari W, Ellysabeth Ratih. "MANAJEMEN KONFLIK ANTARBUDAYA PADA ORGANISASI INTERNASIONAL." Interaksi: Jurnal Ilmu Komunikasi 6, no. 2 (2017): 11. http://dx.doi.org/10.14710/interaksi.6.2.11-19.

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ABSTRACTCommunicating effectively with people from different cultures in the workplace is very challenging. Barriers to intercultural communication can occur, such as anxiety, roles and norms, beliefs and values, stereotypes and ethnocentrism. These barriers can cause internal conflict within a group of organizations or companies that have employees with different cultures. Internal conflicts that occur will also prevent the organization to achieve its goals. The current issue is how the management of intercultural communication conflicts occurs in international organizations. The purpose of this study is to describe the experience of employees of international organizations in the management of intercultural communication conflicts by knowing the negotiation of employee identity, knowing the types and forms of conflict experienced by employees of international organizations and knowing the form of face management in inter-cultural communication conflict management at employees of international organizations. The subject of this research are international organization employees from India, UK, Indonesia and China. Theory used in this study are Identity Negotiation Theory, Face Negotiation Theory, Effective Intercultural Workgroup in Communication Theory and Thomas and Killman’s Conflict Management Model. The results showed that the negotiation of identity between collectivist and individualist cultures that occurred begins with the interaction between cultures in the form of communication behavior, language, personal character and response from other employees. Differences in ways of thinking and view are the main causes of conflict between individualist and collectivist cultures. Face owned by each culture influences other differences such as how individuals perceive themselves in conflict, self-priority in conflict, and the conflict management style used. Intercultural conflict management that occurs requires a third party as a mediator.Keywords : Intercultural Communication, Conflict Management, International Organization
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Tabassum, Lubna. "The importance of negotiation and conflict management." Journal of Management and Science 1, no. 1 (2020): 114–18. http://dx.doi.org/10.26524/jms.2020.11.

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In this paper, we will discuss in detail about negotiation and conflict management and its approaches which is necessary everywhere. We will also discuss the steps and stages of negotiation and conflict management. Highlight the important features between the two relationships in almost every field and four - dimensional approach of negotiation and conflict management. We suggest adopting all stages and steps everywhere to sort out issues and problems related to negotiation and conflict management. There are various research and topics which talked about it and suggested many things to handle it, same in this paper present all important aspects of the topic and discuss it in detail and its importance in the emerging technological world. Also, areas that generally adopt negotiation and conflict management for a smooth run of business, organization,personal relationship, and bonding between people for the long term.
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Tabassum, Lubna. "The importance of negotiation and conflict management." Journal of Management and Science 10, no. 2 (2020): 15–19. http://dx.doi.org/10.26524/jms.2020.2.4.

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In this paper, we will discuss in detail about negotiation and conflict management and its approaches which is necessary everywhere. We will also discuss the steps and stages of negotiation and conflict management. Highlight the important features between the two relationships in almost every field and four - dimensional approach of negotiation and conflict management. We suggest adopting all stages and steps everywhere to sort out issues and problems related to negotiation and conflict management. There are various research and topics which talked about it and suggested many things to handle it, same in this paper present all important aspects of the topic and discuss it in detail and its importance in the emerging technological world. Also, areas that generally adopt negotiation and conflict management for a smooth run of business, organization,personal relationship, and bonding between people for the long term.
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Hopmann, P. Terrence. "Conclusion: Homage to I. William Zartman." International Negotiation 16, no. 1 (2011): 191–94. http://dx.doi.org/10.1163/157180611x553926.

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AbstractThis special issue of International Negotiation includes a range of studies and essays on the analysis of negotiation of contemporary conflicts that reflects the influence of I. William Zartman and his leadership of the Conflict Management Program at the Johns Hopkins School of Advanced International Studies. He introduced some of the most significant and enduring concepts that have guided theory building and empirical analysis of negotiations for at least the past four decades. In this issue, eight of his colleagues and former students have contributed their research ‐ applying many of Zartman’s concepts and frameworks.
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Demoulin, Stéphanie, and Carsten K. W. de Dreu. "Introduction: Negotiation in intergroup conflict." Group Processes & Intergroup Relations 13, no. 6 (2010): 675–83. http://dx.doi.org/10.1177/1368430210379462.

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Although conflicts most often occur between groups, research and theory on conflict management and negotiation have largely focused on the interpersonal system and ignored how groups negotiate a solution to their intergroup conflict. Thus we have a thorough understanding of the motivational, cognitive, and affective processes underlying the development of high quality solutions in interpersonal negotiation, but we know little about the extent to which these insights can be comfortably generalized to intergroup settings. Likewise, the large volume of work on intergroup perceptions and intergroup relations has much to say about intergroup negotiation, but these research areas have rarely been connected and produced systematic analysis. The current Special Issue presents research on these topics and aims at promoting cross-talk between negotiation researchers and social psychologists in the intergroup relation domain.
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Barkat, Johnston S. "Reaching for ripeness: promoting negotiation through unilateral conciliatory action." International Journal of Conflict Management 30, no. 2 (2019): 180–201. http://dx.doi.org/10.1108/ijcma-10-2017-0125.

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PurposeWhile the process of negotiation has been studied extensively, little research has been done on the factors that lead parties to the negotiation table. In light of this, the purpose of this paper is to examine effects of unilateral conciliatory initiatives (UCIs) (actions) on the willingness and preparedness of parties to negotiate.Design/methodology/approachThe study used a separate-sample posttest, 2 × 3 factorial design. Subjects were placed into simulated intractable resource- and identity-based conflicts. Groups then received UCIs (in the form of economic aid and apology) intended to benefit the other and contribute to a high commitment to de-escalation (ripeness). Ripeness was measured by increased empathy; and decreased distrust, escalatory behaviors (operationalized as aggression and autistic hostility), anger, win-lose/competitive orientation and negative attributions.FindingsUCIs were shown to impact both the state and the process of ripeness. Apology facilitated ripeness in an identity conflict and positively impacted five of the six resistance areas in a resource conflict. Economic aid likewise affected ripeness in an identity conflict but did not impact a resource conflict better than an apology. The offer of an apology affected empathy in both conflict types but economic aid did not do so in a resource conflict. It was also observed that an identity-based conflict produced less trust and increased negative attributions than did a resource conflict.Originality/valueThis suggests that identity and resource conflicts activate some resistance areas differently. It also reveals that similar interventions may be effective in both conflicts but that each UCI affects particular resistance areas differently. The findings suggest that there should be an increased emphasis on apology by conflict resolution practitioners. The practical and theoretical implications of apologies and resource sharing in de-escalation are discussed, to facilitate their appropriate use in resolution strategies that reduce tensions within conflict.
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Dissertations / Theses on the topic "Negotiation and conflict management"

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Van, Meurs Nathalie. "Negotiations between British and Dutch managers : cultural values, approaches to conflict management, and perceived negotiation." Thesis, University of Sussex, 2003. http://eprints.mdx.ac.uk/2883/.

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The present research investigates cultural values, approaches to conflict management, and perceived negotiation satisfaction in manager samples from the UK and the Netherlands. Three studies (total N = 412) were conducted, of which Study 1 and 2 pertained to the development of the measure and Study 3 was used to conduct the main analysis. The research focus centres around the following main objectives: a) refinement of conflict management models and instruments; b) profile analyses of Dutch and British conflict management approaches using Schwartz's (1992, 1994) Value Types to explain observed differences, and c) testing of a model describing interrelations between cultural values, approaches to conflict management, conflict context, and perceived negotiation satisfaction. Previous research on conflict management modeled conflict behaviour on the basis of a concern for self vs. concern for others matrix, which incorporated communication styles. The present research distinguishes between the underlying concerns, conflict management strategies, and communication styles to predict perceived negotiation satisfaction. Furthermore, conflict management dynamics are investigated by comparing the ratings of own vs. other team's conflict management approach. In-group vs. out-group differentiation was dependent on the social desirability of the conflict management approach in question. Dutch managers associated themselves less and British managers more with a concern for Inconvenience, Avoiding, and Indirect communication, whereas British managers associated themselves more and Dutch managers less with these approaches. Results for cultural values showed that the main difference between Dutch and British managers concerned a higher score for Dutch managers on Self Transcendence and a higher score on Self Enhancement for British managers. Self Enhancement mediated the effect for nationality for Dominating strategy. Furthermore, Self Transcendence predicted a concern for Clarity, a Problem Solving strategy, and a Consultative communication style. Nationality as predictor of Concern for Inconvenience, Avoiding strategy, and Indirect communication style was not mediated by Value Types. Suggestions are made for future research exploring the role of Uncertainty Avoidance at the individual level. Success and Comfort were predicted by own and other team's Conflict Management Approach, additional to cultural value types and contextual variables. National differences were observed for particular predictors of perceived negotiation satisfaction.
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Meurs, Nathalie van. "Negotiations between British and Dutch managers : values, approaches to conflict management and perceived negotiation satisfaction." Thesis, University of Sussex, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.398754.

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Hanna, Lunding. "Negotiating for Transformation? : A case study of the negotiation process in the Cyprus conflict." Thesis, Linnéuniversitetet, Institutionen för samhällsstudier (SS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-99773.

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The Cyprus problem has now been an ongoing dispute for 40 some years. The two main ethnic communities, Greek Cypriot and Turkish Cypriot, has since the unrest following independence in 1960, been separated both in space and mind. A military coup, supported by Greece, followed by a Turkish invasion, caused a violent division of the island in 1974, a division that remains today. The UN has facilitated dialog and negotiation between the communities since the establishment of UNFICYP in 1964.The objective of this study is to identify whether the parties have been and are aiming for long-term or short-term perspectives in negotiation. With the help of the theoretical framework of Conflict transformation, resolution and management the study aim to answer the question – What signs of conflict transformation could be identified within the high level peace negotiation process in Cyprus?The study will be done through a process tracing case study of the peace negotiations in the Cyprus conflict. The study aims at depicting the negotiation process from 1974 and onwards. This by exploring UN position papers, resolutions and reports together with descriptions and statements from the negotiating parties.The study found that the phases of negotiation have differed considerably over time and that a general shift from conflict management to conflict transformation did appear.
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LADEIRA, WANIA TEREZINHA. "THE MEDIATOR ROLE IN MANAGEMENT AND CONFLICT NEGOTIATION IN CONCILIATION HEARINGS." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2005. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=7088@1.

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CONSELHO NACIONAL DE DESENVOLVIMENTO CIENTÍFICO E TECNOLÓGICO<br>Baseando-se em teorias da Sociolingüística Interacional e Análise da Conversa, mais especificamente, da Fala-em-interação em contexto institucional, analisa-se o papel do mediador no gerenciamento de conflitos entre consumidor e empresas reclamadas em um Juizado Especial Cível de Relações de Consumo. Utiliza-se, como dados, gravações de fala-em-interação em audiências de conciliação desse juizado. A resolução de conflitos em ambiente institucional difere da disputa informal por contar com um mandato institucional particular que direciona uma organização interacional, na qual os direitos de participação são restritos, diferentemente da conversa cotidiana. Expectativas de normas, status de participação diferenciados e seqüência de procedimentos caracterizam a audiência de conciliação e possibilitam a sua divisão em dois momentos principais: a narrativa e a negociação. Analisando o papel do mediador nesses dois momentos, observa-se que ele co- constrói a história do consumidor, por meio de perguntas e de formulações. Assim, durante o relato do conflito, o mediador se alinha, na maior parte das vezes, com o consumidor. Durante a negociação, o mediador pode mudar o seu alinhamento com a finalidade de cumprir a sua tarefa institucional de negociar e conseguir conciliar os adversários. Desse modo, pode-se concluir que os alinhamentos do mediador são direcionados para a sua tarefa institucional.<br>Based on Interactional Sociolinguistics and Conversation Analysis theories, this work investigates the mediator role in conflict management between costumers and product and services suppliers in conciliation hearings in a brazilian Small Claim Court (Juizado Especial de Relações de Consumo). The date consist of tape recordings of talk-in-interaction in work place. Conflict resolution in institutional settings is distinct from informal dispute because its procedures define especific roles for each interaction participant. A particular institutional mandate determine a interactional organization where the participants rigths suffer restrictions that are absent in ordinary conversation. Norms expectations, distinct participation status and sequence of procedures are features of conciliation hearings that make possible to identify two moments in the hearings: narrative and negociation. Analysing the mediator role in the narrative moment, it was observed his co-contruction of the consumer narrative by questions and formulations. Thus, the mediator align himself most of the time with the consumer side during the conflict narrative. In the negotiation moment, he may change his alignment in order to do a institutional task of making agreement between disputants. Finally, there is an argument that mediator alignments are oriented by his institutional work.
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Ebner, Noam, Lorianne D. Mitchell, Jennifer D. Parlamis, and C. Peifer. "Hindsight-Insight-Foresight: Different Formats of Teaching Negotiation and Conflict Management Online." Digital Commons @ East Tennessee State University, 2014. https://dc.etsu.edu/etsu-works/8315.

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Gul, S. "The role of conflict & negotiation in the complexity of projects." Thesis, University of Southampton, 2012. https://eprints.soton.ac.uk/345556/.

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Projects are pervasive and disparate spanning a plethora of domains. Most projects are unified by certain characteristics regardless of the sector or industry to which they belong i.e. time & budget limitedness, a concern for quality, and a goal orientation. Although, projects have been around for a longtime, the phenomenon of conflict in projects gained interest around the 1960s with the introduction of the matrix form of organization. However, out of all the research papers on project centric conflict between 1960 to 1980 time period, only one is empirically grounded and that too focused on IT projects. Surprisingly, the findings put forward during this time period are to date considered valid and propagated by most project literature as universally true. Several other studies have contributed peripheral contributions to the project conflict literature, however, no study has focused on building an understanding of why and how conflicts arise on projects, how they are managed, and affects they create within projects. Recent concerns pertaining to project failures, despite the existence of well-defined problems and toolsets, gave birth to an ESRC funded research network named `Rethinking Project Management'. Whose members in examining the ontological groundings of project management identified several areas of interest for future research in project management; one of which is complexity. The present study therefore focuses on integrating the concerns of conflict & negotiation within the context of project complexity. Every research has its philosophical bearings. This study is ontologically objectivist and epistemologically subjectivist (consequently the axiology is subjectivist as well). This study accepts a Critical Realist view of the world and perceive the conceivable knowledge about this world to be subjective in nature. As the study is concerned about understanding the processes through which conflict & negotiation reify and interplay within a project the objective is not to find generalizations but rather to seek out patterns of occurrences and to build explanations. The methodology followed in the study is mixed, borrowing from both positivistic and constructivist ideologies. The survey methodology is used to, in loose terms, cast a net and capture the status quo. Results of the survey supplement the literature review driven a priori assumptions and seek out context embedded variables that the literature has not touched upon. Findings from the survey contribute to the succeeding case study methodology, which inquired into their detail through the use of interviews. Data for the study was collected between March through August 2010. During the first phase of the study 86 questionnaires were filled from 73 different projects. The survey data was analyzed using aggregate statistical techniques and a thesaurus based automated coding software named Leximancer. Results of the survey indicate that all projects surveyed had experienced some form of conflict and used at least one type of negotiation technique. A large number of projects faced conflicts related to land access, political pressures, time, interdepartmental relationships, and availability of resources. Project behavior when experiencing conflict exhibits a theme of delay, slowness, and work stoppages; there are also negative effects on group cohesion and productivity. The respondents described projects experiencing conflict as challenging, time consuming, delayed, and difficult. The data also revealed several useful patterns within projects experiencing conflicts. Additionally, baseline data for project complexity was captured using Shenhar and Dvir's Diamond Approach from all the projects surveyed. Findings, from the survey contributed to the study by providing preliminary answers to each of the research questions asked. Data gathered as a result of the survey contributed significantly to the design and orientation of the case study interviews. The second phase of the data collection involved implementation of the case study methodology. Personnel at various levels of nine projects, one government consultant, and a tribal elder were interviewed, for a total of thirty interviews. Additionally, six meetings on one of the projects, and two movie filming sequences were observed. Published and non-published reports on all the projects were examined. Interviews were captured using causal-maps (a cognitive mapping technique) and short notes. The causal-maps were captured using Banxia Decision Explorer and later refined using Cmap (an open-source mapping software). Each project's complexity measurements were taken and compared against the complexity baseline developed as a result of the survey. Results from the case study reveals certain patterns of behavior on the projects, specifically in the interactions taking place between a project and its principle organization, peers, and subordinates. Additionally, I find that quality plays the most active role in project conflict & negotiation and contributes significantly to project complexity because of its interconnection to other concepts and the recursive nature of the connections it spawns. Some factors that were reported by the survey as contributing significantly to project complexity and project conflict & negotiation were disqualified and a foundation laid for further inquiry into the role played by conflict & negotiation in project complexity. In concluding the study the data is first discussed through the lens of Jurgen Habermas' (1984) Theory of Communicative Action (TCA) and is followed by a general discussion on the data. The study concludes with a discussion on the possible future work that could result from this work.
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Bragg, Belinda Lesley. "When will states talk? Predicting the initiation of conflict management in interstate crises." Texas A&M University, 2006. http://hdl.handle.net/1969.1/4269.

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This research addresses the question of why some crises between states are resolved through negotiated agreements while others result in continued conflict or escalate to war. The model deviates from previous approaches to the study of conflict management in four key ways: 1) management is treated as a conflict strategy rather than an outcome; 2) costs, rather than calculation of the relative benefits of conflict over management, motivate the initiation of conflict management; 3) the conceptualization of costs is broadened to incorporate subjective factors; and 4) issue salience is proposed to determine the threshold at which an actor’s preference for conflict over management changes. The central question this conceptualization raises, therefore, is what factors influence actors’ strategy choices during a crisis. The theory proposes that, when it comes to the initiation of conflict management, it is costs that dominate the decision process. Or as Jackman (1993) so succinctly puts it; “for those confronted with a very restricted range of available alternatives extending from horrendous to merely awful, minimizing pain is the same as maximizing utility”. Both experimental and statistical methodologies are used to test the hypotheses derived from the theory. Original experimental data were collected from experiments run on undergraduate students at Texas A&M University. For the statistical analysis a data set of interstate crises and negotiation behavior was compiled using data from the SHERFACS and International Crisis Behavior data sets and data collected specifically for this research. This multi-method approach was chosen because of the nature of the questions being examined and in order to minimize the limitations of the individual methodologies. The experimental tests demonstrate that the expectations of the model are supported in the controlled environment of the experiment. The results from the empirical analysis were, within the restrictions of the data, consistent with both theoretical expectations and the experimental results.
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Lourens, Ann Sharon. "Analysis of strategies used by an organisation to manage conflict." Thesis, Port Elizabeth Technikon, 2000. http://hdl.handle.net/10948/18.

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This research study addresses the problem of determining the strategies that can be used to manage conflict effectively. To achieve this objective a comprehensive literature study was performed to determine the views on conflict and various models of conflict. The study also included the reasons for and sources of conflict and the effects of conflict on an organisation. The next step was to identify the conflict management strategies that were revealed by the literature study. The appropriate conflict handling styles, how to improve organisational practices and special rules and structures were discussed as well as various suggestions from different authors on how to resolve a conflict situation. Based on the information obtained from the literature study a model was developed to serve as a guide to organisations to manage conflict effectively. Managers from a specific organisation were requested to complete questionnaires in order to determine the strategies used by their organisation to manage conflict. The questionnaire was developed in accordance with the findings from the research. The answers of the respondents were analysed and compared to the findings of the literature study. The information obtained from the literature study and from the respondents resulted in various recommendations and conclusions. The previously mentioned model that was developed was applied to the organisation, specifically addressing the pertinent issues as indicated by the respondents.
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Daly, Timothy Michael. "Conflict management in consumer behaviour : examining the effect of preferred conflict management style on propensity to bargain." UWA Business School, 2009. http://theses.library.uwa.edu.au/adt-WU2010.0040.

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This thesis focuses on two under-researched areas of consumer behaviour: conflict handling styles and consumer bargaining. As illustrated in this thesis, consumer bargaining is a substantial and important behaviour that has rarely been studied from a consumer perspective. Further, conflict handling, which is considered an important and wellresearched phenomenon in an organisational context, has been rarely applied to consumer behaviour, despite the potential for conflict in many areas. The aims of this thesis were to a) examine consumer bargaining behaviour across a variety of culturally diverse nations; b) develop and validate a new instrument to measure conflict handling styles; and c) examine the relationships between the likelihood of consumer bargaining, preferred conflict handling styles, and personal values. Consumer bargaining was found to be common in both developed and developing nations. Respondents from Australia and Germany reported bargaining for a broad range of products that vary in their prices, including cars, electronics, appliances, clothing, and computers. Bargaining in South Korea was even more common, including everyday purchases like clothing, and food and drink. Finally, bargaining in Brazil was almost as common as in South Korea, and also included expensive consumer durable purchases, such as electronic products and cars, in addition to everyday purchases, such as clothing, and food and drink. The conflict handling style instrument developed in this project had convergent validity with existing ratings scales, reproduced the theorised structure of the dual-concerns model of conflict handling, and had predictive validity in a service recovery context. The benefits iii of the new scale over existing ratings scales include: a) capturing relative preference for the conflict handling styles; b) reduction of sources of common method variance; c) reduction of ratings scale response biases; and d) reduction of numerical effect biases, such as different perceived distances between response categories. The newly developed scale was also used to assess the hypothesised relationships between personal values, conflict handling styles, and consumer bargaining intensity in a developed Western country (Germany). As expected, the dominate conflict handling style was positively related, while the avoid conflict handling style was negatively related to consumer bargaining intensity. Although no relationship was found between personal values and consumer bargaining intensity, personal values were found to be an antecedent of conflict handling styles. Specifically, the power value type was found to be a positive predictor of the dominate conflict handling style, while benevolence and social universalism were found to be positive predictors of the integrate conflict handling style.
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Jacobson, Ann, of Western Sydney Nepean University, and Faculty of Education. "Peaceful warriors : a case study in conflict resolution education." THESIS_FE_XXX_Jacobson_A.xml, 2000. http://handle.uws.edu.au:8081/1959.7/118.

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This case study began as a peer mediation program for a class of Year 4 students, implemented over an eighteen-month period as part of the Personal Development, Health and Physical Education syllabus. The program developed into a process that integrated skills development, an understanding of interpersonal interactions, emotional responses and self understanding. Using an action research model and analysis based in grounded theory it became an interactive, interpretative analysis of conflictual issues between student/student and student/teacher as together they explored a major psychological and philosophical issue, conflict resolution, on a local and personal level. This thesis seeks to authenticate the participants? attempts to change the way in which learning about conflict occurs, to change the ambience of the classroom and to develop a web of interrelationships that work towards a greater understanding of the problem area and ultimately of the wider social and cultural network in which we choose to li<br>Master of Education (Hons)
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Books on the topic "Negotiation and conflict management"

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Haddigan, Karen. Negotiation. 6th ed. Justice Institute of British Columbia, Centre for Conflict Resolution Training, 1996.

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Negotiation. Wiley, 2005.

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The little book of strategic negotiation: Negotiating during turbulent times. Good Books, 2005.

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Rothman, Jay. Developing pre-negotiation theory & practice: Project on pre-negotiation update. Leonard Davis Institute for International Relations, Hebrew University of Jerusalem, 1989.

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Negotiation tactics. University Press of America, 1993.

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C, De Janasz Suzanne, ed. Negotiation and dispute resolution. Prentice Hall, 2012.

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Albert, Jean. Negotiation skills: A handbook. Centre for Intergroup Studies, 1986.

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Robert, Kolt, ed. Managing interpersonal conflict. Sage Publications, 1992.

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Owen, Marna A. Negotiating. Globe Fearon Educational, 1996.

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1938-, Churchman David, ed. Negotiation: Process, tactics, theory. 2nd ed. University Press of America, 1995.

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Book chapters on the topic "Negotiation and conflict management"

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McCorkle, Suzanne, and Melanie J. Reese. "Negotiation." In Personal Conflict Management. Routledge, 2017. http://dx.doi.org/10.4324/9781315453811-11.

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Barnhill, Christopher R., Natalie L. Smith, and Brent D. Oja. "Conflict and Negotiation." In Organizational Behavior in Sport Management. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67612-4_16.

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Linstead, Stephen, Liz Fulop, Jonathan Gosling, Anne-marie Greene, and David S. Richards. "Managing conflict and negotiation." In Management and Organization. Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-349-92292-5_13.

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Majluf, Nicolas, and Nureya Abarca. "Conflict Management and Negotiation Talent." In Sensible Leadership. Routledge, 2021. http://dx.doi.org/10.4324/9781003091844-10.

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Noble, Jock. "Agreement while aggrieved: Negotiating business in conflict and post-conflict settings." In Reimagining Faith and Management. Routledge, 2021. http://dx.doi.org/10.4324/9781003041733-17.

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Karam, Aimée. "Cognitive Behavioral Therapy Inspiring Values in the Planning and Management of Lebanon National Conflicts Resolution: A Brief Essay." In Handbook of International Negotiation. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-10687-8_20.

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Fells, Ray, and Peter Prowse. "Negotiations in the Workplace: Overcoming the Problem of Asymmetry." In Building Trust and Constructive Conflict Management in Organizations. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31475-4_5.

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Nauta, Aukje, Cristel van de Ven, and Henk Strating. "Interventions for Building Trust and Negotiating Integrative Agreements Between Management and Works Council." In Building Trust and Constructive Conflict Management in Organizations. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31475-4_7.

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Urban, Sabine M. L. "Culture as a Relevant Factor in Negotiating Procedures and Management Processes of International Joint Ventures (IJV) for Conflict Avoidance." In Interkulturelles Management. Gabler Verlag, 1997. http://dx.doi.org/10.1007/978-3-322-89798-5_6.

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Stadler, Stefanie. "Conflict negotiation." In Conflict, Culture and Communication. Routledge, 2019. http://dx.doi.org/10.4324/9780429448850-9.

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Conference papers on the topic "Negotiation and conflict management"

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Megasari, Rani, Emir Mauludi Husni, Kuspriyanto, and Dwi Hendratmo Widyantoro. "Negotiation strategies for meeting scheduling conflict management." In 2015 International Conference on Science in Information Technology (ICSITech). IEEE, 2015. http://dx.doi.org/10.1109/icsitech.2015.7407817.

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Wollkind, Steve, John Valasek, and Thomas Ioerger. "Automated Conflict Resolution for Air Traffic Management Using Cooperative Multiagent Negotiation." In AIAA Guidance, Navigation, and Control Conference and Exhibit. American Institute of Aeronautics and Astronautics, 2004. http://dx.doi.org/10.2514/6.2004-4992.

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Paulson, Gaylen D., and Trexler Proffitt. "“McDonaldization” and constructive conflict: Negotiation amidst systemic and technological advancements." In 2006 IEEE/UT Engineering Management Conference. IEEE, 2006. http://dx.doi.org/10.1109/utemc.2006.5236171.

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Huang Kai, Qin Zheng, Zhang Zhonghua, and Liu Bing. "Conflict resolution in multi-agent systems based on negotiation and arbitrage." In 2010 2nd IEEE International Conference on Information Management and Engineering (ICIME 2010). IEEE, 2010. http://dx.doi.org/10.1109/icime.2010.5478068.

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Wei Shang and Yijun Li. "Information exchange and conflict analysis in e-business negotiation support system." In Proceedings of ICSSSM '05. 2005 International Conference on Services Systems and Services Management, 2005. IEEE, 2005. http://dx.doi.org/10.1109/icsssm.2005.1499582.

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Yang, Q. Z., and W. F. Lu. "A Web-Enabled Engineering Object Modeling Environment to Support Interoperability and Intelligent Services in Collaborative Design." In ASME 2005 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2005. http://dx.doi.org/10.1115/detc2005-84240.

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Design collaboration is recognized as an effective approach in joint problem solving to achieve success of product development in distributed and heterogeneous environments. Design collaboration involves communication of design information, coordination of design activities, and negotiation of design conflicts between multi-disciplinary teams. To support these critical requirements in collaborative design, methodologies and software systems are needed. This paper shares our experience in the method and software development for a Web-enabled engineering object modeling environment. It presents our methods for interoperable and extensible design information modeling, for intelligent object behaviors embedment in CAD models, and for design information sharing across product lifecycle applications through a common vocabulary. The prototype implementation of the modeling environment provides standardized and localized engineering objects embedded with design semantics and intelligent behaviors for the information needs from multiple engineering software applications. The prototype also provides activity coordination and negotiation facilities through team setting, online visualization, live updating, conflict management, and messaging. Use scenarios are discussed in the paper.
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Savova, Lilyana. "MEDIATION IN BUSINESS RELATIONS." In THE LAW AND THE BUSINESS IN THE CONTEMPORARY SOCIETY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/lbcs2020.190.

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The development presents the place of mediation in business relations. Specifics of the mediation procedure in business relations. Advantages of mediation over other alternatives for resolving disputes. Opportunities that provide the skills of a mediator in business relations - skills for negotiation, conflict management and effective communication.
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Zhang, Ge, Guo-rui Jiang, Chuan-long Gu, and Ti-yun Huang. "Research on Conflicts Resolving for Collaborative Negotiation." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5576841.

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Palmer, Richard N., William J. Werick, Allison MacEwan, and Andrew W. Woods. "Modeling Water Resources Opportunities, Challenges and Trade-Offs: The Use of Shared Vision Modeling for Negotiation and Conflict Resolution." In 29th Annual Water Resources Planning and Management Conference. American Society of Civil Engineers, 1999. http://dx.doi.org/10.1061/40430(1999)1.

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Amaral Correa de Moraes, Marcia, Fabio Y. Okuyama, Marcelo Shmitt, Camila L. Pedrazza, Nilva Michelon, and Karen Arnt. "THE IMPORTANCE AND INCIDENCE OF CONFLICT MANAGEMENT AND THE USE OF COLLABORATIVE NEGOTIATION AS CURRICULAR COMPONENTS IN BRAZILIAN UNDERGRADUATE COURSES." In 10th annual International Conference of Education, Research and Innovation. IATED, 2017. http://dx.doi.org/10.21125/iceri.2017.1716.

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Reports on the topic "Negotiation and conflict management"

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Li, D., D. Ceccarelli, and L. Berger. Link Management Protocol Behavior Negotiation and Configuration Modifications. RFC Editor, 2013. http://dx.doi.org/10.17487/rfc6898.

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Mathiasen, Flemming. The African Union and Conflict Management. Defense Technical Information Center, 2006. http://dx.doi.org/10.21236/ada449366.

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Locke, Christine A. Chinese Methods of Interpersonal Conflict Management. Defense Technical Information Center, 2007. http://dx.doi.org/10.21236/ada470802.

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Frank, Aaron B. Pre-Conflict Management Tools: Winning the Peace. Defense Technical Information Center, 2005. http://dx.doi.org/10.21236/ada434726.

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Shoemaker, R. B. Automated Certificate Management Environment (ACME) TLS Application‑Layer Protocol Negotiation (ALPN) Challenge Extension. RFC Editor, 2020. http://dx.doi.org/10.17487/rfc8737.

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Research Institute (IFPRI), International Food Policy. Addressing conflict through collective action in natural resource management. International Food Policy Research Institute, 2013. http://dx.doi.org/10.2499/capriwp112.

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Rendeiro, John. The Spanish Mosaic: a Conflict Management Model for Regionalism. Defense Technical Information Center, 1999. http://dx.doi.org/10.21236/ada363953.

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Morales, Bruce L. Role Conflict: The Impediment to Joint Theater Logistics Management. Defense Technical Information Center, 2012. http://dx.doi.org/10.21236/ada564039.

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Widding, Steinar, Asbjørn Grimsmo, Kirsti Jacobsen, and Annik Apall Austad. Conflict Prevention and Management. A Survival Kit for Small Workplaces. Arbeidsforskningsinstituttet, 2012. http://dx.doi.org/10.7577/afi/fou/2012/1.

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Priscoli, Jerome D. Conflict Resoultion, Collaboration and Management in International and Regional Water Resources Issues. Defense Technical Information Center, 1996. http://dx.doi.org/10.21236/ada316931.

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