Journal articles: '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 (March 17, 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 (November 20, 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 (October 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 (January 14, 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 (July 1, 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 (March 31, 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 (June 30, 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 (October 28, 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 (April 8, 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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Ma, Zhenzhong. "Chinese Conflict Management Styles and Negotiation Behaviours." International Journal of Cross Cultural Management 7, no. 1 (April 2007): 101–19. http://dx.doi.org/10.1177/1470595807075177.

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Lempp, Frieder. "A software implementation and case study application of Lempp’s propositional model of conflict resolution." International Journal of Conflict Management 28, no. 5 (October 9, 2017): 563–91. http://dx.doi.org/10.1108/ijcma-08-2016-0073.

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Purpose The starting point of this paper is the propositional model of conflict resolution which was presented and critically discussed in Lempp (2016). Based on this model, a software implementation, called ProCON, is introduced and applied to three scenarios. The purpose of the paper is to demonstrate how ProCON can be used by negotiators and to evaluate ProCON’s practical usefulness as an automated negotiation support system. Design/methodology/approach The propositional model is implemented as a computer program. The implementation consists of an input module to enter data about a negotiation situation, an output module to generate outputs (e.g. a list of all incompatible goal pairs or a graph displaying the compatibility relations between goals) and a queries module to run queries on particular aspects of a negotiation situation. Findings The author demonstrates how ProCON can be used to capture a simple two-party, non-iterative prisoner’s dilemma, applies ProCON to a contract negotiation between a supplier and a purchaser of goods, and uses it to model the negotiations between the Iranian and six Western governments over Iran’s nuclear enrichment and stockpiling capacities. Research limitations/implications A limitation of the current version of ProCON arises from the fact that the computational complexity of the underlying algorithm is EXPTIME (i.e. the computing time required to process information in ProCON grows exponentially with respect to the number of issues fed into the program). This means that computing time can be quite long for even relatively small negotiation scenarios. Practical implications The three case studies demonstrate how ProCON can provide support for negotiators in a wide range of multi-party, multi-issue negotiations. In particular, ProCON can be used to visualise the compatibility relations between parties’ goals, generate possible outcomes and solutions and evaluate solutions regarding the extent to which they satisfy the parties’ goals. Originality/value In contrast to standard game-theoretic models of negotiation, ProCON does not require users to provide data about their preferences across their goals. Consequently, it can operate in situations where no information about the parties’ goal preferences is available. Compared to game-theoretical models, ProCON represents a more general approach of looking at possible outcomes in the context of negotiations.

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Harinck, Fieke, and Daniel Druckman. "Do Negotiation Interventions Matter? Resolving Conflicting Interests and Values." Journal of Conflict Resolution 61, no. 1 (July 10, 2016): 29–55. http://dx.doi.org/10.1177/0022002715569774.

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This study compared the effects of three interventions and a no-intervention control on the settlement of resource and value conflicts. These variables were arranged in a two (conflict issue: resources vs. values) by four (no intervention vs. other affirmation vs. shared identity vs. transaction costs) between-dyads design in which 127 dyads engaged in a negotiation task. Negotiators reached generally lower joint outcomes in the value conflict compared to the resource conflict, but after the other-affirmation intervention, this pattern was reversed. The shared-identity intervention did not result in higher joint outcomes for value conflicts. Stressing positive concern for the other negotiator may be a more effective strategy than stressing commonalities between the parties: increased concern for self and decreased defense of own opinions may account for this result. Forcing and logrolling behavior are shown to be mediating variables between the type of conflict and outcomes.

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Young, Juliette Claire, Justine Shanti Alexander, Ajay Bijoor, Deepshikha Sharma, Abhijit Dutta, Bayarjargal Agvaantseren, Tserennadmid Nadia Mijiddorj, et al. "Community-Based Conservation for the Sustainable Management of Conservation Conflicts: Learning from Practitioners." Sustainability 13, no. 14 (July 6, 2021): 7557. http://dx.doi.org/10.3390/su13147557.

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We explore the role of community-based conservation (CBC) in the sustainable management of conservation conflicts by examining the experiences of conservation practitioners trying to address conflicts between snow leopard conservation and pastoralism in Asian mountains. Practitioner experiences are examined through the lens of the PARTNERS principles for CBC (Presence, Aptness, Respect, Transparency, Negotiation, Empathy, Responsiveness, and Strategic Support) that represent an inclusive conservation framework for effective and ethical engagement with local communities. Case studies from India, Kyrgyzstan, Mongolia, and Pakistan show that resilient relationships arising from respectful engagement and negotiation with local communities can provide a strong platform for robust conflict management. We highlight the heuristic value of documenting practitioner experiences in on-the-ground conflict management and community-based conservation efforts.

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Gittler, Josephine, and Joicey Hurth. "Conflict Management in Early Intervention: Problem-Solving Negotiation." Infants & Young Children 11, no. 1 (July 1998): 28–36. http://dx.doi.org/10.1097/00001163-199807000-00006.

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Otero, Hansel J., Leelakrishna Nallamshetty, and Frank J. Rybicki. "Interdepartmental Conflict Management and Negotiation in Cardiovascular Imaging." Journal of the American College of Radiology 5, no. 7 (July 2008): 834–41. http://dx.doi.org/10.1016/j.jacr.2008.02.006.

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Putnam, Linda L. "PRODUCTIVE CONFLICT: NEGOTIATION AS IMPLICIT COORDINATION." International Journal of Conflict Management 5, no. 3 (March 1994): 284–98. http://dx.doi.org/10.1108/eb022748.

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Gomez, Carolina, and Kimberly A. Taylor. "Cultural differences in conflict resolution strategies." International Journal of Cross Cultural Management 18, no. 1 (December 27, 2017): 33–51. http://dx.doi.org/10.1177/1470595817747638.

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Cross-cultural differences in norms, values, and beliefs abound and impact preferred conflict resolution strategies. Potential differences in values and subsequent conflict resolution strategies can exacerbate the underlying conflict unless they are well understood. We study the case of differences in conflict resolution strategies between the United States and Mexico as well as studying the underlying value differences that explain their preferences. In a quasi-experimental study, we found that Mexicans, compared to US participants, appear to have a greater preference for both the use of social influence and negotiating when confronting a conflict. Moreover, it appears that collectivism helps explain these country differences as it mediated the relation between country and the likelihood of using social influence and negotiation. In addition, perceptions of fairness had a stronger influence on the preference that US participants had for negotiation as a conflict resolution strategy. The research helps illuminate the underlying mechanisms through which culture impacts conflict resolution strategy.

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Min, Eric. "Talking While Fighting: Understanding the Role of Wartime Negotiation." International Organization 74, no. 3 (2020): 610–32. http://dx.doi.org/10.1017/s0020818320000168.

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AbstractContemporary studies of conflict have adopted approaches that minimize the importance of negotiation during war or treat it as a constant and mechanical activity. This is strongly related to the lack of systematic data that track and illustrate the complex nature of wartime diplomacy. I address these issues by creating and exploring a new daily-level data set of negotiations in all interstate wars from 1816 to the present. I find strong indications that post-1945 wars feature more frequent negotiations and that these negotiations are far less predictive of war termination. Evidence suggests that increased international pressures for peace and stability after World War II, especially emanating from nuclear weapons and international alliances, account for this trend. These original data and insights establish a dynamic research agenda that enables a more policy-relevant study of conflict management, highlights a historical angle to conflict resolution, and speaks to the utility of viewing diplomacy as an essential dimension to understanding war.

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Al-Muqdadi, Sameh W. H. "Developing Strategy for Water Conflict Management and Transformation at Euphrates–Tigris Basin." Water 11, no. 10 (September 29, 2019): 2037. http://dx.doi.org/10.3390/w11102037.

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Developing water technology and management systems is not sufficient to cope with the water shortage, where political decisions might be considered as a critical element in this context. The Euphrates–Tigris basin has been suffering for decades from political instability and mismanagement. The tension over the water allocation that was on the negotiating table since the 1960s ended with no substantial agreement between the riparian countries (Iraq, Turkey and Syria). The objective is to evaluate the impact of the political dimension by creating a conceptual model for the hydropolitical cycle, addressing the importance of the negotiation concepts to reach an agreement; the research also aims to develop a strategy that might support the transformation from conflict to collaboration. The approaches of situation map and systems thinking have been implemented to build the model. The tools of negotiation skills have been adopted to assist the water conflict. The results describe the challenges within different levels and demonstrating the hydropolitical cycle and adding a sustain toolkit to the theory of water conflict and transformation management. Moreover, the paper produces the structure and workflow of establishing the Global Water Security Council.

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Butler, Michael J. "Searching for an Exit: The Effects of Context, Process and Structure on Crisis Negotiation." International Negotiation 24, no. 3 (August 6, 2019): 371–406. http://dx.doi.org/10.1163/15718069-24031184.

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Abstract By virtue of their defining criteria, international crises would seem unlikely candidates for conflict management and resolution. However, negotiations among crisis protagonists are not uncommon. Such behavior may reflect a desire to ‘exit’ the crisis dynamic. This article takes up the question of when and in what circumstances actors engaged in crisis situations turn to negotiation. Through an empirical analysis of over 1000 cases of foreign policy crises occurring between 1918 and 2015, this research examines a set of potential contextual, processual and structural correlates of crisis negotiation. The results of this analysis indicate that negotiation is less likely to occur in complex, high stakes, and especially violent crises, suggesting that negotiation is an unlikely and perhaps ill-suited response to more intense and severe crises.

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Zartman, I. William. "Structuring in a Vacuum: Negotiating in the Current World Disorder." International Negotiation 25, no. 1 (February 13, 2020): 5–17. http://dx.doi.org/10.1163/15718069-25131236.

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Abstract The current context of increasing entropy in international politics poses challenges for negotiation and negotiation analysis. The current System of World Disorder contains defining characteristics that do not fit well with established negotiation concepts and practice. Following a few decades of progress in conflict management after the bipolar system, major regions of the world have seen dedicated attempts to bring conflicts under control in the current decade failing for lack of ripeness, trade-offs, reframing, mediation and support. New concepts and practices of negotiation are required to deal with the current vacua in international politics and their consequences.

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Murtezaj, Valon. "Understanding International Negotiation and Conflict Management Strategies in Diplomacy." Organizational Cultures: An International Journal 12, no. 2 (2013): 45–55. http://dx.doi.org/10.18848/2327-8013/cgp/v12i02/50901.

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Dean, Jonathan. "East-West Conflict Management through European Arms Control Negotiation." International Journal 40, no. 4 (1985): 716. http://dx.doi.org/10.2307/40202319.

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Dean, Jonathan. "East-West Conflict Management through European Arms Control Negotiation." International Journal: Canada's Journal of Global Policy Analysis 40, no. 4 (December 1985): 716–35. http://dx.doi.org/10.1177/002070208504000407.

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Meister, Darren B., and Niall M. Fraser. "Conflict analysis technologies for negotiation support." Group Decision and Negotiation 3, no. 3 (September 1994): 333–45. http://dx.doi.org/10.1007/bf01384333.

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BADALOV, Shahriyar. "ECONOMIC FACTORS AS ONE OF INTERCULTURAL FEATURES NEGOTIATING IN INTERNATIONAL MANAGEMENT." Annals of Spiru Haret University. Economic Series 18, no. 2 (June 29, 2018): 161–71. http://dx.doi.org/10.26458/1828.

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Cultural varieties between negotiators are constant in international business negotiation processes. In our modern world, there is a rapid development of international connections in all kind of spheres of human activity. The major aim of this study is to analyse and develop knowledge on the characteristics of intercultural negotiation that will give opportunities to the national representatives to be determined to their particular types of cultures, as well as to endow the characteristics of different countries in some business spheres.On a regular basis, in order to manage the expectations of the other party to the negotiations, it is important to discover the values of the associated partner at the supply stage and to try to manage all the information in the negotiation process, understanding the values and context of the other party involved in the negotiation process in the right place in order to make somewhat useful expectations from the other side, which would help to escape new conflicts in various business bargaining processes.In general, is notable from everyone that culture impacts the time, the style, and the course of the negotiation process. If prevented, cross-cultural connections may weaken an organization’s position in the market, protect it from fulfilling its purposes and eventually lead to reverse of negotiation. The research paper is focused in the scientific discussion part on the impact of intercultural negotiations on the international business environment, it can ensure inspiration and guidance for entrepreneurs, as well as helping them to understand the complexity of economic factors as one of the intercultural negotiating features which is of more interest for the students who are working on cultural diversity and its impact on business. This research thoroughly connects the characteristics of various national cultures with different areas of international business and tries to show the relationship and complexity of international negotiation issues in different contexts. The article should be useful resource for experts, students and researchers who are conducting more research in this sphere.

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Yang, Changhui, Ruixia Yang, Tingting Xu, and Yinxia Li. "Negotiation model and tactics of manufacturing enterprise supply chain based on multi-agent." Advances in Mechanical Engineering 10, no. 7 (July 2018): 168781401878362. http://dx.doi.org/10.1177/1687814018783625.

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The negotiation between agent and multi-agent is an important method for solving the conflict and realizing the cooperation in the multi-agent system of manufacturing enterprise supply chain. In this article, we will take manufacturing enterprise supply chain as the research object, analyze negotiation process of multi-agent, study the negotiating model and tactics as well as the steps, and then an illustration is discussed for validating the negotiation model. The research can provide theoretical and operational methods for manufacturing enterprise supply chain management, is helpful to coordinate and control the manufacturing enterprise supply chain, and realize the efficient, flexible, and quick operation of manufacturing enterprise supply chain.

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Kubota, Yuichi. "Reconsidering the settlement of civil conflict." Asian Journal of Comparative Politics 3, no. 2 (June 2018): 105–8. http://dx.doi.org/10.1177/2057891118779281.

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The settlement of civil conflict is highly relevant to both policy agendas and academic research. It is often difficult to bring to the negotiation table conflict parties who have long harbored hostility towards each other during the conflict. Even if the parties come to negotiation, it is often an arduous task to reach an agreement because the post-conflict embarkation comes with political uncertainty for the future. This special issue is aimed at addressing civil-conflict settlement from two different angles. First, it attempts to understand the requisite conditions for the successful settlement of armed civil conflicts. Second, it has a particular interest in the post-conflict design of political institutions. The academic contribution of the articles lies in theoretical advancement as it applies to the settlement of civil conflict. Each contribution adds a nuanced understanding of civil-conflict settlement to the relevant literature. The articles provide insight into the successful conditions of conflict settlement and post-conflict institutional design, such as power-sharing and the management of resources.

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Cushner, Kenneth. "Conflict, negotiation, and mediation across cultures." International Journal of Intercultural Relations 29, no. 6 (November 2005): 635–38. http://dx.doi.org/10.1016/j.ijintrel.2005.07.014.

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Lacmanović, Darko. "NEGOTIATION TECHNIQUES IN SELLING HOTEL ROOMS." Tourism and hospitality management 11, no. 2 (December 2005): 99–110. http://dx.doi.org/10.20867/thm.11.2.9.

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Traditional sales management duties are being dramatically changed by buyer behavior dynamism, sales automatization, salesperson empowerment, and shifts to new marketing channels. Sales executives in the hospitality market face many challenges as they combat operating with less administrative help and dealing with tighter-fisted clients. With appearance of paradigm the relationship marketing, negotiation can be noticed as consumer effort (I) which take part in developing the desired configuration of products, (2) provide valuable marketing information, and (3) become long term coproducent of marketing mix in company. The negotitation and negotiation techniques are constituent part in manner of performance sale activities, specially in hotel business. The negotiation in essence could be based on conflict or nonconflict situation. The example of conflict negotiation is overbooking situation. The example of non-conflict negotiation is selling hotel rooms, specially selling by allotment contract.

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Bryant, Jim. "Erratum: Modelling Alternative Realities in Conflict and Negotiation." Journal of the Operational Research Society 36, no. 6 (June 1985): 541. http://dx.doi.org/10.1057/jors.1985.91.

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Diepart, Jean-Christophe, Chanrith Ngin, and Il Oeur. "Struggles for Life: Smallholder Farmers’ Resistance and State Land Relations in Contemporary Cambodia." Journal of Current Southeast Asian Affairs 38, no. 1 (April 2019): 10–32. http://dx.doi.org/10.1177/1868103419845520.

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Struggles revolving around questions of land access and control occupy a central place in the political and social life of contemporary Cambodia. In this study, we examine three cases of struggles against economic [State] land concessions. In a context of unequal power distribution among the actors involved, we elicit the place of the peasantry and its agency to resist and engage in negotiations with multi-level State authorities and market actors. We show how conflict management occurs through hybrid institutions to produce contingent rules that are specific outcomes of the negotiation between actors. Despite the shrinking space of contestation in Cambodia, these contingent rules reveal that opportunities for negotiation can be created for smallholder farmers to protect their land resources. Beyond the specificities of each particular conflict transformation trajectory, we also argue that State land management is a dynamic process that combines a calculus by authorities to retain social legitimacy and reproduce their sovereign power in respect of land.

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MEZHENIN, Y. E., and A. M. SHEVYAKOVA. "CONSTRUCTIVE COMMUNICATIONS IN THE MANAGEMENT OF INTERPERSONAL CONFLICTS IN THE MEDIATION PROCEDURE." Central Russian Journal of Social Sciences 16, no. 1 (2021): 44–56. http://dx.doi.org/10.22394/2071-2367-2021-16-1-44-56.

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The purpose of the article is to consider the structure of mediation session and standardization of the mediation procedure in the management of interpersonal conflicts. The research methodology is based on the theory of conflict, which understands sociology, the narrative approach, as well as the fundamental scientific developments of sociology and psychology of conflict. In various approaches to the mediation procedure, caucus is regarded as a key stage, since it is it that has the greatest influence on the result of the entire negotiation procedure with the participation of a mediator. The authors describe several cases from the practice of mediation, focusing on the logic of the mediator's action. Case analysis demonstrates the complexity and multivariance of the behavior of the parties to the conflict. As a result of the systematization of practical experience, a number of problematic issues are formulated that require reflection by the mediator in order to predict and influence the situation of the conflict between the parties as efficiently as possible. Such a system of questions of the mediator to oneself allows providing a qualitative study of the conflict situation and building a constructive line of interaction between the parties to the conflict participating in the mediation procedure. As a result of forecasting problem situations, the use of answers to these questions will bring closer the possibility of negotiating a strategy of cooperation. A number of recommendations are offered to novice mediators for better work on the study of the conflict, planning its stages, forecasting and finding mutually acceptable solutions during the caucus stage.

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Hendrayana, Yayan. "PERAN KETERAMPILAN NEGOSIASI TERHADAP MANAJEMEN KONFLIK MELALUI INTERMEDIASI EFEKTIVITAS KOMUNIKASI." PARAMETER 5, no. 1 (March 18, 2021): 113–26. http://dx.doi.org/10.37751/parameter.v5i1.144.

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This study examines the role of negotiation skills on conflict management through intermediation of communication effectiveness, using a saturated sample of 90 respondents and the research method using structural equation analysis and path analysis. The software used is SMART PLS 3.0. The results of this study indicate that there is a significant influence between the role of negotiation skills on conflict management through effective communication intermediation. This role, either partially or simultaneously or through the intermediation process, is proven to have a positive and significant effect. So that if you see these facts, it is hoped that the management must continue to develop the negotiation skills of its employees and also contribute to building an effective communication role so that it will certainly help the conflict management process as an instrument for solving problems in the field.

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Salacuse, Jeswald W. "Teaching International Business Negotiation: Reflections on Three Decades of Experience." International Negotiation 15, no. 2 (2010): 187–228. http://dx.doi.org/10.1163/157180610x506956.

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AbstractThe author has taught international business negotiation in a wide variety of university courses and executive training programs throughout the world during the last three decades. He has taught international business negotiation both as an end in itself and as a means to teach law, an approach that he calls “the law in the shadow of negotiation.” This article examines three fundamental dimensions of that experience: pedagogical goals, course content and teaching methods. His principal pedagogical goals in international business negotiation courses have been three-old: better negotiation analysis, improved negotiation skills, and increased international business knowledge. Depending on the time available, the content of his international business negotiation courses covers three broad areas: the fundamentals of conflict analysis and the negotiation process, basic themes in international negotiation, such as the importance of negotiation, preparation and the management of internal negotiations, and the special obstacles faced in international business negotiation, such as cultural differences among the parties, the actual or potential role of governments in the negotiation process, and challenges to the stability of negotiated agreements. The author’s teaching relies heavily on experiential methods and materials, such as exercises, simulations and cases, although more didactic methods also have a role.

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Payne, Julien D. "Family Conflict Management and Family Dispute Resolution on Marriage Breakdown and Divorce: Diverse Options." Question d’actualité en droit de la famille comparé 30, no. 4 (December 8, 2014): 663–87. http://dx.doi.org/10.7202/1027763ar.

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Family law is only one piece of the puzzle as separating and divorcing couples attempt to manage the conflict and deal with the practical problems arising on marriage breakdown. Divorce is a process, not an event. It is multi-faceted. The emotional dynamics of marriage breakdown may require a time consuming therapeutic response but parenting and economic arrangements must be resolved expeditiously. There is a tendency to assume that spouses who are locked in conflict will find themselves in court. In reality, fewer than four per cent of divorces proceed to trial. The costs of litigation are far too high, both financially and emotionally. Most disputes are resolved by negotiation, often with the assistance of lawyers. If negotiations are to bear fruit at a manageable cost to family members, hard bargaining that reflects "a winner take all" mentality must be avoided; principled negotiation, as espoused by Roger Fisher, William Ury and Bruce Patton in Getting To Yes, can generate optimal results for all interested parties, including the children. Recent years have witnessed the growth of mediation, whereby a neutral third party assists family members in searching for consensus on matters in dispute. The mediator controls the process but the family members control the substantive outcome of their deliberations. Mediation is nothing more than structured negotiation where a third party facilitates resolution of the dispute. If a final settlement cannot be reached, one possible option is recourse to private arbitration in which a third party is given the authority to determine the respective rights and obligations of the spouses and their children. It is possible to combine the aforementioned processes for the purpose of reaching a complete settlement of matters in dispute. These processes are complementary to the judicial process and should be closely examined by all families faced by the cataclysmic disruption generated by a failed marriage.

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Rahim, M. Afzalur, and Jeffrey P. Katz. "Forty years of conflict: the effects of gender and generation on conflict-management strategies." International Journal of Conflict Management 31, no. 1 (November 27, 2019): 1–16. http://dx.doi.org/10.1108/ijcma-03-2019-0045.

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Purpose Previous studies examining the relationship between gender and conflict-management strategies have generally reported weak or inconsistent results. This paper aims to study extends past research by examining the main and interactive effects of gender on conflict-management strategies over time. The authors propose that conflict-management strategies commonly employed in the workplace are impacted by worker gender as predicted by face negotiation theory and vary over time based on the “generation” of the worker. Design/methodology/approach To test the study hypotheses, a field study was conducted to assess main and interactive effects of gender and generation on the five strategies for conflict management: Integrating, obliging, dominating, avoiding and compromising. Questionnaire data were collected over four decades (1980s-2010s) from employed students (N = 6,613). Data analysis was performed using a multivariate analysis of covariance. Findings The results suggest female employees consistently use more noncompeting strategies (integrating, obliging, avoiding and compromising) than male employees and male employees consistently use more competing strategy (dominating) than female employees. All the main and interaction effects were significant. Research limitations/implications While this study involved primarily students in the USA studying management at two major public universities, there may be implications for a more global population of workers. However, the results support the notion advanced by face negotiation theory that men will generally seek to save face while women will generally avoid conflict in consideration of others. Practical implications This study demonstrates that workers employ different conflict-management strategies over time and the use of certain strategies varies by gender. An implication of this study is the need to regularly reassess selection, training and evaluation processes for managers. In addition, supervisors should encourage employees to enhance the effective use of cooperative (integrating, obliging and compromising) strategies and focus on specific situations when uncooperative strategies (dominating and avoiding) may be needed. Originality/value By using face negotiation theory as the organizing framework to examine changes in conflict-management strategies over time, this study contributes in a substantial way to the understanding of how gender and generation interact to influence the selection and use of conflict-management strategies in the workplace.

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Ade, Valentin. "Political negotiations: characteristics and related performance disincentives." International Journal of Conflict Management 30, no. 3 (June 10, 2019): 349–68. http://dx.doi.org/10.1108/ijcma-06-2018-0080.

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Purpose The media, private citizens and other stakeholders regularly appraise political negotiations, but the character of these negotiations and the reasons for outcomes are little understood. The purpose of this conceptual paper is to discuss this character and explore its implications. Design/methodology/approach This is a conceptual paper. The author carried out a literature review and used his experiences in supervising political negotiation simulations. Findings The author argues that political negotiations have several specific characteristics that distinguish them from other kinds of negotiations. Political negotiations, for instance, tend to address often rather fuzzy public interests, involve value conflicts or are simultaneously performed “on stage” and “behind the scenes.” These characteristics may matter, as they can provide structural disincentives to negotiators, who might be tempted to focus on selling outcomes rather than on improving them (“saleability-oriented negotiating”). Hence, the author argues that political negotiators and their stakeholders face the challenge that political contexts may foster weak negotiation performances. Practical implications The author proposes an approach to political negotiations’ training that takes the findings of this paper into consideration. Originality/value This paper is the first, to the best of the author’s knowledge, to provide a detailed characterization of political negotiations and to discuss related implications.

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Derong, Chen, and Guy Olivier Faure. "When Chinese Companies Negotiate with Their Government." Organization Studies 16, no. 1 (January 1995): 27–54. http://dx.doi.org/10.1177/017084069501600103.

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Drawing on case study material, this paper analyzes a complex negotiation between a Chinese company and local government. It highlights the main char acteristics of such a negotiation and describes the rationale and outcomes of the process. Observations made in a Chinese context may provide insights for negotiators working in other cultural contexts when they address the question of resolving universal difficulties in government-organization negotiations. Lessons are drawn on matters such as the logic implemented in order to deal with power within an asymmetric setting or some workable approaches used in conflict handling, especially in case of deadlock. Finally by emphasizing three cultural dimensions — national—ethnic, organizational and profes sional — this study analyzes some key features of negotiated management in the Chinese context.

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Khan, Muhammad Uzair, Abbas Ali, Noor Rehman, Saleem Abdullah, Naim Cagman, Dong Yun Shin, and Choonkil Park. "Labor-management negotiation conflict analysis based on soft preference relation." Journal of Intelligent & Fuzzy Systems 39, no. 1 (July 17, 2020): 43–52. http://dx.doi.org/10.3233/jifs-190425.

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Wollentz, Gustav. "Consensus Building, Negotiation, and Conflict Resolution for Heritage Place Management." Conservation and Management of Archaeological Sites 21, no. 1 (January 2, 2019): 66–68. http://dx.doi.org/10.1080/13505033.2019.1596522.

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Byrne, Denis. "Consensus building, negotiation, and conflict resolution for heritage place management." International Journal of Heritage Studies 25, no. 6 (October 12, 2018): 628–30. http://dx.doi.org/10.1080/13527258.2018.1534258.

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Mallinger, Mark. "The Endowment Decision: An Exercise in Negotiation and Conflict Management." Journal of Management Education 23, no. 5 (October 1999): 607–17. http://dx.doi.org/10.1177/105256299902300509.

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Yousefi, Saied, Keith W. Hipel, and Tarek Hegazy. "Attitude-Based Strategic Negotiation for Conflict Management in Construction Projects." Project Management Journal 41, no. 4 (September 2010): 99–107. http://dx.doi.org/10.1002/pmj.20193.

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Hameed, Syed M. A., and Joya Sen. "A Power Theory of Third Party Intervention in Labour Management Relations." Articles 42, no. 2 (April 12, 2005): 243–55. http://dx.doi.org/10.7202/050306ar.

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Heimtun, Bente, and Fiona Jordan. "‘Wish YOU Weren’t Here!’: Interpersonal Conflicts and the Touristic Experiences of Norwegian and British Women Travelling with Friends." Tourist Studies 11, no. 3 (December 2011): 271–90. http://dx.doi.org/10.1177/1468797611431504.

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Tourism is often portrayed by the tourism industry, tourists themselves and tourism scholars as a liminoid site of escape, happiness and freedom from constraint. For many, however, holidays do not live up to this expectation. This paper challenges the dominant tourism discourse of holidays as sites of unproblematic pleasure in examining contestation, conflicts and negotiations between women and their travelling companions. Drawing on conceptualizations of in-group interpersonal conflicts and theorization of the mobile social identities of women travellers, we explore the impact of holiday conflicts on women’s holiday experiences and friendships. The findings of this qualitative study of female tourists from Norway and the UK suggest that women adopt various strategies to deal with open and hidden conflicts that may threaten their friendships and holiday experiences. Such strategies include avoidance of conflict through compromise, negotiation of appropriate holiday behaviours prior to travel, or ultimately choosing to travel solo.

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Kozina, Andrzej. "NEGOTIATIONS DETERMINED BY BIG DATA." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 21, no. 2 (June 30, 2020): 79–91. http://dx.doi.org/10.5604/01.3001.0014.2857.

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The objective of the paper is to present a concept for describing the conditions for socio-economic negotiation processes, resulting from the presence of Big Data. Two basic groups of this kind of conditions were taken into account, i.e. supporting negotiations and hindering their conduct. First, the essence of the phenomenon of Big Data was briefly explained. The subsequent parts of the paper present the considered conditions in cross-section of subsequent aspects of the interpretation of negotiations, i.e. as a process, methods of conflict management and reaching agreement, mutual dependence of the parties and processes of: decision making, communication, mutual exchange and value creation. The summary lists major changes in the negotiation processes caused by Big Data, and also indicates the directions of research enriching the proposed concept.

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Derkyi, Mercy. "Scale-Specific but Inter-Linked Strategies for Managing Forest Resource Conflicts in Ghana: Forest Professionals’ Views." Journal of Energy and Natural Resource Management 1, no. 2 (February 21, 2018): 112–19. http://dx.doi.org/10.26796/jenrm.v1i0.26.

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Constructive conflict management strategies according to forest professionals have the potential to minimise the prevalence offorest resource conflicts at different levels of scale in Ghana’s high forest zone. The paper therefore employed mixed methodsin gathering data on conflict causes, prevailing and alternative conflict management strategies from forest professionals’perspectives. Results revealed multifaceted forest resource conflict causes such as: i) weak implementation of policystrategies and actions; ii) absence of guidelines on crop damage compensation payment; iii) boundary disputes; iv) farmlandscarcity; and v) local elite capture of social responsibility agreement negotiation process and benefits. It was also ascertainedthat prevailing conflict management strategies are diverse but strategies used are based on case-by-case approaches whichlack clearly defined conflict management mechanism to redress the numerous grievances in the sector. It is in view of that theforest professionals recommended scale-specific but inter-linked strategies to be institutionalised in the forestry sector.

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Butler, Michael J. "Negotiation and Mediation in the Hard(est) Cases." International Negotiation 24, no. 3 (August 6, 2019): 357–70. http://dx.doi.org/10.1163/15718069-24031189.

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Abstract In seeking a fuller understanding of the provision and effectiveness of negotiation and mediation, salient lessons can be gleaned from instances in which these processes seem unlikely to succeed or unlikely to be tried at all. Contributions to this special issue of International Negotiation purposefully avoid mining examples of success stories for correlates. The contributors have instead consciously identified and examined applications of negotiation and mediation in the hard(est) cases, with the objective of teasing out what shortcomings and even failures can tell us about the prospects of negotiation and mediation as practices of conflict management and resolution. Using the criteria discussed in this introductory article, this collection examines negotiation and mediation in international crises, intractable conflicts, civil wars, and other cases defined by complex contextual environments, actor configurations, and disputes – with the goal of revealing insights that can improve the effectiveness of negotiation and mediation in application.

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Journal articles on the topic 'Negotiation and conflict management'

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