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Fang, Tony, Josephine Schaumburg, and Daniella Fjellström. "International business negotiations in Brazil." Journal of Business & Industrial Marketing 32, no. 4 (May 2, 2017): 591–605. http://dx.doi.org/10.1108/jbim-11-2016-0257.
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Purpose The purpose of this study was to explore an innovative strategy for studying the Brazilian negotiator’s unique and paradoxical characteristics from a cultural point of view to acquire a better understanding of the nature of international business negotiations in Brazil. Design/methodology/approach The study is of a qualitative nature, using a multiple-case study design at three levels (small-, medium- and large-scale negotiations). Interviews were conducted with Brazilian and German managers to capture the emic–etic view of the Brazilian negotiator. The Strategic Trinity Model was developed to assess the behavior of the Brazilian negotiator in agreement with three metaphors: “African Capoeirista”, “Portuguese Bureaucrat” and “Indigenous Warrior”. Findings The three roles “African Capoeirista”, “Portuguese Bureaucrat” and “Indigenous Warrior” comprised similar as well as contradicting characteristics. The Brazilian negotiator chose naturally and even paradoxically from these role features, effectively negotiating any given situation, context and time. During the pre- and post-negotiation phases, traits of the “African Capoeirista” and “Indigenous Warrior” were the most salient. During the formal negotiation phase, however, the characteristics of the “African Capoeirista” and “Portuguese Bureaucrat” dominated. Research limitations/implications International business negotiations in Brazil call for an in-depth comprehension of the paradoxical roles that local negotiators take on to achieve better negotiation outcomes. Originality/value The present study unveiled the contradicting Brazilian negotiating style in international business negotiations, thus acquiring a better understanding of the negotiation process in the Brazilian market.
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Peleckis, Kęstutis. "Assessment of Bargaining Power in Preparation of International Business Negotiations Strategies: Case of Wholesale Trade." International Letters of Social and Humanistic Sciences 65 (December 2015): 1–15. http://dx.doi.org/10.18052/www.scipress.com/ilshs.65.1.
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Recently businesses need to find the new ways to ensure business growth and competitiveness in the international market. Cultural diversity of international business brings new challenges in the development and implementation of negotiation strategies of businesses, in cooperation with foreign partners. At present business solutions are used for development and implementation of negotiating strategies for international business, which are not universally suitable for business development in all situations in context of globalization, with current challenges, which are characterized by increasing risk, uncertainty and cultural differences. New challenges in international business negotiations are caused by formation of common cultural and information space in a global scale, the new demands for information technology progress in development of international competition and accelerating innovation processes. International business negotiation strategy development and implementation are setting the essential features and causal relations and is relevant in practice by creating in each negotiation case the unique negotiation strategy, focused on maximizing the effectiveness of the international business with the aim of more efficient use of business negotiation potential – the negotiating power. In scientific problem solving it is necessary to offer such instruments, which would take into account bargaining power of participants in negotiations, and would allow real implementation of business strategies and constitute an appropriate contribution to their development. The article aims - to design a theoretical model for preparing and implementing strategies of international business negotiations, based on evaluations of bargaining powers and to verify experimentally its relevance and applicability.
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PELECKIS, Kęstutis. "INTERNATIONAL BUSINESS NEGOTIATION STRATEGIES BASED ON BARGAINING POWER ASSESSMENT: THE CASE OF ATTRACTING INVESTMENTS." Journal of Business Economics and Management 17, no. 6 (December 21, 2016): 882–900. http://dx.doi.org/10.3846/16111699.2016.1233511.
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At present business solutions are used for development and implementation of negotiating strategies for international business, which are not universally suitable for business development in all situations in context of globalization, with current challenges, which are characterized by increasing risk, uncertainty and cultural differences. The purpose of the research is to provide a theoretical model for developing and implementing international business negotiation strategies, based on bargaining power assessment, as well as to conduct an experiment and test the suitability and adaptability of the developed model in an international business negotiation situation – in case of attracting investments. Research methods – scientific literature analysis, comparative, logical analysis and synthesis, comparative and generalisation methods, mathematical and statistic data analysis methods. According to the results, the developed model can be used to reinforce international business negotiations and electronic business negotiations, as an independent systemic unit of the negotiation process (a measure that is autonomous or requires only partial intervention of the negotiator).
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Jaskólska, Agata. "Business Negotiations with Special Emphasis on Preparation Phase." Kwartalnik Ekonomistów i Menedżerów 40, no. 2 (April 1, 2016): 65–80. http://dx.doi.org/10.5604/01.3001.0009.4499.
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The aim of this article is to describe the negotiation process including the preparation phase. The article is based on conclusions and thoughts drawn from the research which has been conducted by the author for a few years. As an experienced negotiator and the president of the National Negotiators Association the author knows from autopsy that the initial phase is often underestimated, although its influence on the outcome of negotiations is crucial. The research allowed the author to briefly present arrangements and the authorial negotiation model. The article may be of interest to managers who very often have to negotiate different agreements and contracts and whose negotiating skills constitute essential part of their competence portfolio. Such competences are required from many specialists, particularly those involved in commerce.
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Perkov, Davor, and Dinko Primorac. "Business Negotiation as a Crucial Component of Sales." International Journal of Innovation and Economic Development 2, no. 4 (2015): 48–57. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.24.2005.
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Negotiation is a controlled communication process that resolves the conflict of interest of two or more negotiating parties (when each party can block the achievement of the objective of the other side). The key to negotiating effectively is to know how much to offer in which moment and know where and how to draw the line of what we are prepared to accept. Negotiation theory in some segments differs from the negotiation in sales. The purpose of the paper was to point out the specific potentials, problems, dynamics and importance of negotiation as a crucial component of sales. The main hypothesis of the paper is that many companies today leave negotiation function outside of standardization in the business processes. It will be clarified what are the contents of negotiating function, how it affects development and how to acquire negotiating skills best in the sales process. The aim is to draw attention to dimensions that preparation process has when leading the course of negotiations to accomplish desired sales goals. Primary research has been conducted on the sample of fifty (N=50) respondents from different Croatian companies. The findings indicate that Croatian employees are not prepared quite adequately for the process of negotiation and that they are not improving their negotiation skills.
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Eklinder-Frick, Jens Ola, and Lars-Johan Åge. "Relational business negotiation – propositions based on an interactional perspective." Journal of Business & Industrial Marketing 35, no. 5 (January 24, 2020): 925–37. http://dx.doi.org/10.1108/jbim-04-2019-0169.
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Purpose Historically, a transactional perspective has dominated the business negotiation literature. This perspective includes the notions that business negotiations are a linear process that follows episodic or stage models, business negotiations are geared toward an outcome in the form of a one-time transaction, business negotiations focus on a single negotiator or negotiation in a dyad and the research has historically viewed negotiation as a “zero-sum” game. Inspired by a long tradition of empirical studies of business relationships, there is good reason to apply a conceptual analysis to challenge these four assumptions and propose an alternative view on the negotiation process. The purpose of this paper is to contrast how aspects of business negotiations are commonly conceptualized with the industrial marketing and purchasing (IMP) perspective and develop propositions that will contribute to future research by offering guidelines for the development of business negotiation literature. Design/methodology/approach To contribute to a discussion on the relation between conceptualization and research results, definitions within the existing literature regarding business negotiation are contrasted with similar definitions of concepts from the IMP perspective. Findings Four propositions have been formulated that further the conceptual understanding of business negotiation. Moreover, a need for future methodological deliberations is demonstrated, and suggestions for future research in the field are offered. Originality/value Introducing a relational perspective into the conceptually rather underdeveloped stream of research would help to develop the existing critique within the business negotiation literature of its transactional, linear and dyadic focus.
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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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Altschul, Carlos. "Internal Coordination in Complex Trade Negotiations." International Negotiation 12, no. 3 (2007): 315–31. http://dx.doi.org/10.1163/138234007x240655.
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AbstractComplex trade negotiations call for elaborate internal coordination and adept negotiating actors. In successful cases, these actors develop reciprocal dependent behaviors. Recent business and trade negotiation experiences testify to the development of process mechanisms in a variety of settings that demonstrate the capacity of the negotiators' role to expand. Constraints are acknowledged, essentially, the fact that the negotiator is a mandated agent and acts within a timebound context. Still, as drivers, negotiators practice their trade creatively to promote internal coordination, restructure the context, reframe and help solve micro-negotiation conflicts, and create conditions for the observance of reciprocating behaviors. The French term endroit is used to describe the venue in which collaborative negotiation is conducted.
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Wang, Yue, Akira Tanaka, and Xiaochun Huang. "From Long-term Contract to Market: An RBC Perspective on International Negotiations of Iron Ore Prices in the Asia-Pacific Region, 2009–2010." International Negotiation 25, no. 2 (May 7, 2020): 345–71. http://dx.doi.org/10.1163/15718069-25131243.
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Abstract The collapse of a long-term contract-based (LTC) benchmark system and the rise of a market-based index system in international negotiations of iron ore prices in the Asia-Pacific region has attracted much media attention. However, a systematic analysis of why and how such a change occurred from a negotiation point of view is absent. Drawing upon a relationship-behavior-conditions (RBC) perspective from the international business (IB) negotiation literature, this article investigates how negotiations between parties unfolded during the 2009–2010 period. Specifically, the article contributes to a deeper understanding of the subject by evaluating the relationships between various negotiating parties, investigating some intriguing behaviors by negotiating parties, and identifying important conditions surrounding the negotiation process. The case of iron ore price negotiation also offers a vehicle to advance the RBC perspective in untangling complex IB negotiation problems and generate some broad implications for IB negotiation research and practices.
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Foroughi, Abbas. "Minimizing Negotiation Process Losses With Computerized Negotiation Support Systems." Journal of Applied Business Research (JABR) 14, no. 4 (August 29, 2011): 15. http://dx.doi.org/10.19030/jabr.v14i4.5648.
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The growing frequency of negotiation situations as well as an increasing complexity of the issues that need to be resolved in a negotiation have generated interest in computer support for negotiation. Negotiation Support Systems (NSS) show potential for alleviating or overcoming major process losses which hinder the effectiveness of negotiations, including the negative effects of cognitive limitations, cognitive biases and dysfunctional socio-emotional aspects of negotiator behavior. This paper gives a brief overview of existing NSS and presents a framework for research in the NSS area, which highlights empirical research, which has already been conducted in this area. Also included is a discussion of future research directions, which are needed in the area of NSS.
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De Moor, Aldo, and Hans Weigand. "Business Negotiation Support: Theory and Practice." International Negotiation 9, no. 1 (2004): 31–57. http://dx.doi.org/10.1163/1571806041262106.
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AbstractBusiness negotiation support systems (NSS) are slowly entering the market, although they lack a clear theoretical basis as of yet. Negotiation is a complicated process with many aspects that have only partially been described with the formal rigidity needed to build support systems. Most theories about negotiation are descriptive and not prescriptive, which, among other things, prevents their use as a basis for negotiation support systems. Complicating matters is that a negotiation process consists of several distinct stages, each with its own characteristics. Furthermore, there are many types of negotiations, depending on the domain. This suggests that we should not strive for one general negotiation support system, but for a set of domain-specific tools. To ground the development and application of these tools in different scenarios, we propose an integrated theoretical framework. After presenting an overview of existing negotiation support approaches, we construct a business negotiation support metamodel for NSS analysis. The metamodel is illustrated by analyzing the MeMo project, which concerns contract negotiations in small and medium enterprises in the European construction industry. The MeMo system is one of the first business NSS with an explicit international orientation.
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Hamdan, Yusuf, Anne Ratnasari, and Aziz Taufik Hirzi. "Profil Negosiator Bisnis Wanita Pengusaha." MIMBAR, Jurnal Sosial dan Pembangunan 29, no. 2 (December 31, 2013): 235. http://dx.doi.org/10.29313/mimbar.v29i2.401.
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This study is concerning the profile of entrepreneurs women business negotiation skills in marketing products and services. The aim of this research is to determine the ability of business negotiation in order to establish cooperation and competition, the use of verbal and nonverbal messages, as well as inhibiting factors in marketing products and services. The research applied qualitative methods with a single case study approach. Data collected by observation, literature study and through interviews. informants of this research were women who are member of Association of Indonesia Entrepreneurs Women ( IWAPI ) of West Java. The findings of research on the ability of business negotiations to establish cooperation through negotiation phase including exploration, offerings, bargaining, completion, and validation. They did not compete, but they cooperate with others, and had personal characteristics as a strong negotiator, using a clear, concise, and positive meaningful verbal messages, whereas on nonverbal cues they paid attention on facial expression, eye contact, hand gestures, and the use of appropriate clothing. Barriers which were obtained by entrepreneurs women were lack of knowledge of business negotiations, attitude and personality as a reliable negotiator needs to be developed.
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Zhang, Jing, and Yeli Shi. "The Application of Vague Language in International Business Negotiations from a Cross-cultural Perspective." Theory and Practice in Language Studies 7, no. 7 (July 1, 2017): 585. http://dx.doi.org/10.17507/tpls.0707.13.
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in the environment of economic globalization, business negotiation becomes more and more frequent than ever. International business negotiation has a significant role in international business trade. There are many factors that can affect the negotiation, including language, culture, negotiators, and negotiation strategies. Language as an important tool plays a great role in the negotiation strategies. It is commonly held that precise language should be used in business negotiations in order to avoid misunderstanding. However, people ignore the fact that language itself is vague in essence. Negotiators unavoidably use vague language in business negotiations, for vague language can be used as a kind of politeness strategy. Appropriate use of vague language will make the negotiation go smoothly, and avoid the conflict of business negotiation so as to achieve the purpose of cooperation.
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Aulia, Shifa. "Analysis of PT. Celebit Circuit Technology's business negotiation strategy with customers." Magisma: Jurnal Ilmiah Ekonomi dan Bisnis 9, no. 2 (July 28, 2021): 162–67. http://dx.doi.org/10.35829/magisma.v9i2.184.
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In business negotiations, there is often little way to know how the agreement will be executed properly through negotiations and agreements with both parties concerned. The existence of the company's problems with the customer, the company must be able to provide alternative solutions to problems that occur by negotiating with the customer to seek mutual agreement as decision making. Informants from the PPC (Pre Production Control) / PPIC (Plan Production Inventory Control) section made an alternative as an initial negotiation with the customer in taking the negotiation agreement that occurred. In this study the authors used qualitative methods, with data collection techniques through interviews and literature study and interview data analysis techniques were carried out such as observing, discussing and describing the problem in a certain way. Based on the results of interviews with PPC (Pre Production Control) / PPIC (Plan Production Inventory Control) officers, there are several alternative strategies such as delivery warnings, production deliveries, alternative rooms and partial deliveries. With the end of the "win-lose" negotiation, the company has to find a way out of the problem that actually all parties benefit and see long-term opportunities in the negotiations that occur.
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Cretan, Adina, Cristina Nica, Carlos Coutinho, Ricardo Jardim-Goncalves, and Ben Bratu. "An Intelligent System to Ensure Interoperability for the Dairy Farm Business Model." Future Internet 13, no. 6 (June 12, 2021): 153. http://dx.doi.org/10.3390/fi13060153.
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Picking reliable partners, negotiating synchronously with all partners, and managing similar proposals are challenging tasks for any manager. This challenge is even harder when it concerns small and medium enterprises (SMEs) who need to deal with short budgets and evident size limitations, often leading them to avoid handling very large contracts. This size problem can only be mitigated by collaboration efforts between multiple SMEs, but then again this brings back the initially stated issues. To address these problems, this paper proposes a collaborative negotiation system that automates the outsourcing part by assisting the manager throughout a negotiation. The described system provides a comprehensive view of all negotiations, facilitates simultaneous bilateral negotiations, and provides support for ensuring interoperability among multiple partners negotiating on a task described by multiple attributes. In addition, it relies on an ontology to cope with the challenges of semantic interoperability, it automates the selection of reliable partners by using a lattice-based approach, and it manages similar proposals by allowing domain experts to define a satisfaction degree for each SME. To showcase this method, this research focused on small and medium-size dairy farms (DFs) and describes a negotiation scenario in which a few DFs are able to assess and generate proposals.
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Tu, Yu-Te. "A Comparison on Business Negotiation Styles with Education." Information Management and Business Review 4, no. 6 (June 15, 2012): 317–31. http://dx.doi.org/10.22610/imbr.v4i6.986.
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Training and education is important in negotiation. For a trained negotiator, good results are the consequence of knowing when to follow to his/her instincts and when to employ negotiation theories or use a combination of them. As the economics within Greater China become more internally linked together, it becomes increasingly important to understand the nuances of each culture encompassed by this term. There is very little comparing the negotiation styles of Chinese who live in Taiwan, Hong Kong, and China among themselves. To fill the gap, the present research focuses on negotiations style comparison by education among Chinese in Taiwan, Hong Kong, and China. The population was chosen from public companies listed under the stock markets. Data was collected using an online survey technique. SPSS was used to conduct data analyses, and a variety of statistical measures were used, including descriptive statistics and MANOVA, and coefficient alphas was reported for modified instruments in order to address reliability and validity of the instrument. The results indicated that three dimensions-intuitive, normative, and analytical-had a significant relationship affected by education among the three regions. The researcher suggests that the negotiators still need to be trained in body language, strategies, temper control, international manners, and customs. A better knowledge of negotiation should be helpful in understanding business and in realizing which negotiation styles are most appropriate for a particular country. The appropriate negotiation skills can bring more competitive advantages and benefits.
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Peleckis, Kęstutis. "International Business Negotiations: Innovation, Negotiation Team, Preparation." Procedia - Social and Behavioral Sciences 110 (January 2014): 64–73. http://dx.doi.org/10.1016/j.sbspro.2013.12.848.
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Meyer, Christopher J., Blaine McCormick, and Mark Osler. "Negotiation Lessons From Former Wiseguy, Michael Franzese." Journal of Management Inquiry 28, no. 4 (December 17, 2018): 431–40. http://dx.doi.org/10.1177/1056492618818380.
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Thirteen years after his release from a federal penitentiary and after successfully walking away from a life in the Mafia, former crime boss Michael Franzese sat down with interviewers to discuss negotiation. The interviewers focused on the application of current academic thought to the unique negotiations in a Mafia-run business setting. The interviewers found a very competitive environment in the Mafia businesses, as was to be expected. However, an unexpected finding was that one of the most successful negotiators in this competitive environment was not competitive, but collaborative. In fact, the anecdotes related here will demonstrate that Mr. Franzese was a very successful negotiator in part, because he was a collaborative negotiator.
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Sigurdardottir, Aldis Gudny, Anna Ujwary-Gil, and Marina Candi. "B2B negotiation tactics in creative sectors." Journal of Business & Industrial Marketing 33, no. 4 (May 8, 2018): 429–41. http://dx.doi.org/10.1108/jbim-10-2016-0232.
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Purpose The purpose of this study is to examine the negotiation tactics used in business-to-business (B2B) negotiations in creative sectors and to shed light on some of the characteristics of creative sectors that might drive these behaviors. Design/methodology/approach This is a multiple-case study involving interviews with 18 creative sector negotiators engaged in B2B negotiations. Findings The findings suggest that negotiators in B2B firms in creative sectors use a variety of negotiation tactics to reach agreement, but that there are some differences compared with other sectors. One group of tactics, not represented in existing taxonomies, is identified and termed closure-seeking tactics, referring to tactics intended to speed up the negotiation process and reach agreement as quickly as possible. The reasons for creative sector negotiators’ choice of closure-seeking tactics might stem from their desire to expedite the start of new projects to enable them to fulfill their creative drive. Research limitations/implications In addition to the identification of group of tactics observed in creative sectors, but not anticipated by existing research, the findings indicate that negotiators in creative sectors seem to lack interest in, and expertise for, negotiating and might be driven more by the desire to get on with the creative process than by concerns over monetary gains when negotiating. This could reflect unique characteristics of creative sectors and the people who work in these sectors. Practical implications This work offers new insights and understanding about tactics used in B2B negotiations in creative sectors. These findings have important implications for both practitioners in creative sectors, who might be too eager to reach closure quickly, and practitioners negotiating with firms in creative sectors, who need to understand the unique characteristics of these firms. Originality/value The originality of this work lies in its consideration of tactics used in B2B negotiations in the under-studied context of creative sectors and investigation of the reasons that drive the choice of tactics.
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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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Öberg, Britt-Marie. "Team Work in Business Negotiations." HERMES - Journal of Language and Communication in Business 6, no. 11 (July 29, 2015): 61. http://dx.doi.org/10.7146/hjlcb.v6i11.21534.
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This is a case study of an authentic Swedish business negotiation, stretched over a time of nearly one year and divided into three sessions. The study traces and describes the phases within the negotiation process and it shows that the phase structure of each session is related to the global structure of the entire negotiation. The second part of the study concerns cooperative talk within the negotiating teams, teamtalk, and cooperative talk across the teams, grouptalk. It describes the relationship between the phases in the negotiation process and the development of different types of cooperative talk. The third part of the study indicates the relationship between the interactional character of the negotiation and the different phases. It shows how a monological interaction pattern with several instances of teamtalk in the presentation phase, gradually changes into a dialogical interaction pattern with many instances of grouptalk in the closing phase.
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Fleming, David E., and Jon M. Hawes. "The negotiation scorecard: a planning tool in business and industrial marketing." Journal of Business & Industrial Marketing 32, no. 4 (May 2, 2017): 519–24. http://dx.doi.org/10.1108/jbim-06-2015-0120.
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Purpose Given the ever-increasing complexity of business-to-business exchange, success is contingent on being able to adapt to any given situation. However, there is little in the way of guidance for how to adapt when it comes to negotiations. This paper aims to help business and industrial marketing professionals “get it right” by introducing a new tool which can be used to determine the appropriateness of using a distributive or an integrative approach for a given negotiation interaction. Design/methodology/approach To develop this tool, the authors identify key situational factors in the negotiating context that serve as indicators of the appropriate orientation (integrative or distributive) that should be applied based on the extant negotiation literature. From this, they develop a framework to guide negotiators in their selection of an orientation for a particular interaction to achieve the best possible outcome. Findings The tool developed from the literature review and termed the “Negotiation Scorecard” enables business-to-business marketers to better gauge the negotiation context and develop an interaction style consistent with that situation. This can lead to better deals and/or enhanced long-term relationships within business and industrial marketing channels. Originality/value This tool is the first of its kind to provide negotiators with a structured and quantifiable metric to guide their planning for future negotiation interactions and offers proscriptive guidance as to the types of strategies and tactics they should plan to use and that they should expect to encounter.
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Tu, Yu-Te. "Cultural Characteristics and Negotiation Styles." Journal of Economics and Behavioral Studies 4, no. 5 (May 15, 2012): 297–306. http://dx.doi.org/10.22610/jebs.v4i5.330.
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Numerous factors can affect the results of the negotiating process. Successful negotiation not only requires acquiring technical communicative abilities, but also an understanding of the cultural context of the negotiation by both parties. Due to its size and rapid economic development, China has become an increasingly important factor for world economy and growth. Until recently, conducting business in China has been a challenging and sometimes futile venture for businesses trying to break into this lucrative market because China’s government has maintained very strict rules for the import of goods and services for resale to China, while widely exporting Chinese goods and services. The approach uses Casse and Deols’ model and cultural factors including education, religion and degrees of individualism/collectivism to be the dependent and independent variables. Data were collected from public companies listed on the stock exchanges of China by means of an online survey method. Structural equation modeling was used to test hypothesized models and hypotheses of research. The findings show that education, religion and degrees of individualism/collectivism affects the style of negotiation. These findings could be useful in the application of a specific set of values and attitudes that relate to regional cultural attributes, and develop better negotiation skills by providing insights into the nuances of international negotiations. The researcher suggests that the negotiators still need to be trained in body language, strategies, temper control, international manners, and customs. A better knowledge of negotiation should be helpful in understanding business and in realizing which negotiation styles are most appropriate for a particular country.
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Wesner, Bradley S., and Ashly Bender Smith. "Salary Negotiation: A Role-Play Exercise to Prepare for Salary Negotiation." Management Teaching Review 4, no. 1 (August 22, 2018): 14–26. http://dx.doi.org/10.1177/2379298118795885.
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Although most employers report room for negotiation in their job offers to recent graduates, fewer than half of recent graduates report attempting to negotiate. Considering that every raise employees receive throughout their career will be a percentage of their salary at the time, failure of new employees to maximize starting salary through negotiation is a serious omission. Developing business students’ negotiation skills should be an objective incorporated into business curricula allowing students to succeed in their job offer negotiations. The role-play exercise herein is designed to provide business students a foundation in basic negotiation through a scenario that boosts student interest and engagement and allow quick applicability in their professional lives. The exercise is designed for use in courses that focus on negotiation, management, or business communication, but it is adaptable for nearly any upper level business course.
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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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Encarnation, Dennis J., and Louis T. Wells. "Sovereignty en garde: negotiating with foreign investors." International Organization 39, no. 1 (1985): 47–78. http://dx.doi.org/10.1017/s0020818300004860.
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Governments must choose between general policies and individual negotiations to reach agreements with foreign investors. General policy leaves nothing to be negotiated. But once negotiation is selected, governments face difficult choices over how to conduct ne otiations. No single choice of organizational structure or administrative process is optimal for all countries or for all industries. Each organizational choice carries a range of economic and political costs and benefits that are valued differently by the domestic and foreign interests affected by the negotiation's outcome. Interviews with government officials in four Asian countries and corporate executives in four industries, all involved in international business negotiations between 1978 and 1982, demonstrate that different governments should and do choose different approaches to negotiating with foreign firms. Even single countries use different approaches at different times and with different industries. Moreover, the managerial choices of structure and process are not random. Rather, they are influenced by a government's general strategy toward foreign investment, the “political salience” of a given investment, and the degree of competition among countries for a specific investment. Ultimately, a government's management of international business negotiations shapes its effectiveness in negotiating with foreign firms and in competing for foreign investment.
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Hamdan, Yusuf, Anne Ratnasari, and Aziz Taufik Hirzi. "Kemampuan Negosiasi Pengusaha Dalam Meningkatkan Kesepakatan Bisnis." MIMBAR, Jurnal Sosial dan Pembangunan 31, no. 1 (June 8, 2015): 21. http://dx.doi.org/10.29313/mimbar.v31i1.854.
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Entrepreneurs as a business negotiator, in order to successfully improve the deal with his business partner needs to be supported by a variety of aspects. One of them through negotiation capability. This study aims to determine the ability of employers’ views on aspects of the negotiations digging courage, patience persists, ask for more courage, integrity, and their activities as a listener when negotiating. This research method qualitative single case study. Data collected by observation, interview, and literature. The informants were women entrepreneurs officers and members of Ikatan Wanita pengusaha Indonesia (IWAPI) West Java. The findings of this study, women entrepreneurs were able to dig up information, is able to give a sense of comfort to the other party during negotiations, have the patience to last longer than the other negotiator to provide timely and positive thinking, dare to ask for more focus on the purpose and process sequence achievement, integrity presses win-win solutions through commitment and attention to the common interest, capable of being a good listener through providing discussion time and as empathetic listener
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Åge, Lars-Johan, and Jens Eklinder-Frick. "Goal-oriented balancing: happy–happy negotiations beyond win–win situations." Journal of Business & Industrial Marketing 32, no. 4 (May 2, 2017): 525–34. http://dx.doi.org/10.1108/jbim-12-2015-0237.
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Purpose This paper aims to suggest a dynamic model incorporating the important dimensions that exist in negotiation processes. Design/methodology/approach To produce a general and conceptual theory of negotiation, the grounded theory methodology is deployed. Findings The core process in this model is dubbed “goal-oriented balancing” and describes how he negotiator is continuously balancing opposing, and seemingly contrasting, forces in a situation specific and dynamic manner to reach agreements. Based on these findings, this study also suggests a concept to describe negotiations that is focused on collaboration and that is not an oxymoron as is the concept of “win–win”. Practical implications This conceptual model can be used by managers and practitioners to navigate in a negotiation process. Originality/value This is the first grounded theory study in negotiation research and attempt to describe negotiation processes as dynamic events in which different dimensions are managed simultaneously.
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Kumar, Rajesh, and Verner Worm. "Process Ambiguities in Sino-Danish Busi ness Negotiations." Copenhagen Journal of Asian Studies 18 (August 30, 2005): 5–22. http://dx.doi.org/10.22439/cjas.v18i0.17.
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The article analyses the role played by process ambiguities in Sino-Danish
busi ness negotiations. Process ambiguities refer to perceived expectational
inconsistency concerning (i) appropriate forms of behaviour; (ii) attributional
judgements; and (iii) structuring of the negotiation process. These ambiguities
stem from dif fer enc es in negotiation scripts across Chinese and Danish cultures.
The essential ar gu ment being advanced here is that it is the effective and/or
the ineffective management of process ambiguities that shapes the evolution
of the negotiating dynamic be tween Danish and Chinese business people. An
inductive model of Sino-Dan ish business negotiations is developed that is
based on 24 interviews conducted with Danish expatriate managers in China
and 4 interviews with Chinese working in Danish companies. Implications for
research and practice are discussed.
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Cheng, Qing, and Yeli Shi. "The Promoting Effects of Psychology in Business Negotiation." Journal of Language Teaching and Research 10, no. 4 (July 1, 2019): 832. http://dx.doi.org/10.17507/jltr.1004.21.
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with the prosperity of the world economy, each country gradually converts its priority of the development to the economic growth. Economic activities such as import and export are more frequent than before. In this process, business negotiation is indispensable. On the study of business negotiation, scholars at home and abroad have put relentless efforts and have made tremendous contributions to the success of business transactions. However, in practical business negotiations, although negotiators have mastered a certain level of knowledge of business negotiation, they still encounter some problems. These problems, to some extent, can be solved by the employment of psychological knowledge. In this paper, psychological theories such as Attribution Theory, Intergroup Conflict Theory, Maslow’s Hierarchy of Needs, and Foot-in-the-Door Technique are applied and analyzed to help negotiators achieve the most important goal in business negotiations.
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Gates, Steve. "Time to take negotiation seriously." Industrial and Commercial Training 38, no. 5 (August 1, 2006): 238–41. http://dx.doi.org/10.1108/00197850610677689.
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PurposeThe aim of this paper is to provide an overview of the skills needed for successful negotiations. It seeks to identify the benefits of training key staff in negotiations skills, including the difference it can make to a company's bottom line. It also aims to look at the risks to business of not developing these skills.Design/methodology/approachThe paper uses a mixture of case studies, examples, quotes and opinion.FindingsThe paper finds that only 5 per cent of the UK's training budget is spent on negotiations skills development. However, developing negotiation skills makes a significant difference to the performance of all staff, both in internal and external negotiations. Many big companies now appreciate the value of negotiation skills development and are leading the way in developing all staff in this way.Practical implicationsAll businesses should think about investing in negotiation skills development. Otherwise they are at risk of costing their company a significant margin.Originality/valueThis paper looks for the first time at the skills gap in UK businesses in terms of negotiation skills development. It will be of value to anyone involved in internal and external negotiations, including sales and buying teams, Human Resources staff and senior managers and directors. It will be of value in helping them decide how to make the best use of training.
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Badidi, Elarbi, and Mohamed El Koutbi. "Towards Automated SLA Management for Service Delivery in SOA-based Environments." International Journal of Adaptive, Resilient and Autonomic Systems 7, no. 1 (January 2016): 26–40. http://dx.doi.org/10.4018/ijaras.2016010102.
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The services landscape is changing with the growing adoption by businesses of the Service Oriented Architecture (SOA), the migration of business solutions to the cloud, and the proliferation of smartphones and Internet-enabled handheld devices to consume services. To meet their business goals, organizations increasingly demand services, which can satisfy their functional and non-functional requirements. Service Level Agreements (SLAs) are seen as the means to guarantee the continuity in service provisioning and required levels of service. In this paper, we propose a framework for service provisioning, which aims at providing support for automated SLA negotiation and management. The Service Broker component carries out SLA negotiation with selected service-providers on behalf of service-consumers. Multi-rounds of negotiations are very often required to reach an agreement. In each round, the negotiating parties bargain on multiple SLA parameters by trying to maximize their global utility functions. The monitoring infrastructure is in charge of observing SLA compliance monitoring using measurements obtained from independent third party monitoring services.
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Herbst, Uta, Birte Kemmerling, and Margaret Ann Neale. "All in, one-at-a-time or somewhere in the middle? Leveraging the composition and size of the negotiating package." Journal of Business & Industrial Marketing 32, no. 4 (May 2, 2017): 580–86. http://dx.doi.org/10.1108/jbim-12-2015-0251.
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Purpose While industrial marketers have long bundled their products and services to sell them as packages, to what extent should negotiators also rely on packaging their offers? Clearly, negotiating at a package level can tax the cognitive capacity of the involved parties at some point. Therefore, this study aims to analyze the impact of the number and type of issues that should be negotiated simultaneously to leverage the package strategy efficiently and effectively in multi-issue buyer-seller negotiations. Design/methodology/approach The authors conducted and analyzed negotiation simulations with 676 students from 2 public universities. Findings The authors’ results suggest that negotiating three out of six issues simultaneously is the least efficient but most effective strategy in multi-issue buyer-seller negotiations. Moreover, they found that bundling distributive and integrative issues is more efficient and effective than only bundling distributive or integrative negotiation issues in a package offer. Originality/value Past research has examined the impact of negotiating a package as compared to each issue separately; however, little empirical attention has been directed toward understanding how to apply a package strategy in complex multi-issue negotiations.
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Kozina, Andrzej W. "MANAGERIAL ROLES AND FUNCTIONS IN NEGOTIATION PROCESS." Business, Management and Education 12, no. 1 (June 30, 2014): 94–108. http://dx.doi.org/10.3846/bme.2014.07.
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The paper is focused on negotiation processes performed in a company and presents author’s concept of the description of the roles and functions accomplished by managers within those processes and being of significant importance from the point of view of negotiations’ outcomes. Such a concept aims at providing the analysis and conducting of business negotiations with effective support. Firstly (following introduction), the concept, types, and comprehensive model of such negotiations is presented as a useful methodological framework for specifying managerial roles and functions. Secondly, some classic concepts of those roles are reviewed, drawing special attention to the ones that concern negotiation process. Thirdly, general managerial functions within that process are described. Fourthly, those functions are precised by relating them to typical hierarchical levels. Fifthly, peculiar managerial functions within negotiating team are discussed. Finally, specific issue of the role of manager as a mediator is addressed. Summing up the paper, the crucial areas for subsequent research were pointed out. In order to elaborate the presented concept the author carried out the comparative study of negotiation literature as well as developed his original ideas.
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Matalamäki, Marko, Elina Varamäki, Anmari Viljamaa, Juha Tall, and Anna-Maria Mäkelä. "Unsuccessful SME Business Transfers." Journal of Enterprising Culture 28, no. 02 (June 2020): 121–46. http://dx.doi.org/10.1142/s0218495820500065.
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Business transfers are linked to both the beginning and the end of entrepreneurial processes. A person can become an entrepreneur by acquiring an existing business instead of starting one, and exit from entrepreneurship can occur through selling the business. Business transfers are gradually becoming more common among small businesses, largely due to entrepreneurs’ aging, and thus deserve attention from entrepreneurship scholars. In particular, the issue of why and how business transfer negotiations fail without achieving a transfer has received little research attention. The purpose of this paper is to explore this phenomenon from potential buyers’ and sellers’ perspectives. The findings are based on a sample of 156 responses. The results suggest that the problems occurring in unfinished business transfers are quite numerous and the gaps between the views of the two negotiating parties are wider than in cases where business transfer negotiations are concluded successfully, indicating that the initial negotiation positions can be crucial. This research proposes some key elements to consider when planning an exit by business transfer and highlight the importance of unfinished small business transfers as an essential element of a dynamic business transfer market; a substantial proportion of the potential buyers and sellers are satisfied with the outcome even though the transfer did not occur.
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Galinsky, Adam D., Michael Schaerer, and Joe C. Magee. "The four horsemen of power at the bargaining table." Journal of Business & Industrial Marketing 32, no. 4 (May 2, 2017): 606–11. http://dx.doi.org/10.1108/jbim-10-2016-0251.
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Purpose This paper aims to identify and discuss four major sources of power in negotiations. Findings The four sources of power are alternatives, information, status and social capital. Each of these sources of power can enhance a negotiator’s likelihood of obtaining their ideal outcome because power allows negotiators to be more confident and proactive, and it shields them from the bargaining tactics of their opponents. Practical implications The paper discusses how negotiators can utilize each source of power to improve their negotiation outcomes. Originality/value The paper provides a parsimonious definition of power in negotiations, identifies the four major sources of negotiator powers and highlights two pathways by which power affects negotiation outcomes.
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Xiao, Huilin, and Zhenzhong Ma. "Business ethics in Canada, China and Taiwan." Nankai Business Review International 6, no. 2 (June 1, 2015): 106–27. http://dx.doi.org/10.1108/nbri-12-2014-0044.
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Purpose – This paper aims to explore cross-cultural differences in perceived ethicality of negotiation strategies among China, Taiwan and Canada by examining five categories of strategies often used in business negotiations. Design/methodology/approach – This paper uses a survey method to investigate a group of over 600 business students’ opinions on the ethicality of a variety of negotiation strategies often used during the bargaining process. Findings – The results show that the Chinese both from the mainland and from Taiwan consider it more appropriate to use ethically questionable negotiation strategies than Canadians. In addition, significant gender differences are found for Canadians, in that male Canadians are more likely to consider it appropriate to use ethically questionable strategies in all five categories than females, while no gender differences are found for mainland Chinese in all but one category, with a moderate level of gender differences found for the Taiwanese. Practical implications – The findings of this paper help explain why there are different understandings toward what is ethical and what is not in negotiations, which can be used to better equip practitioners to accurately label and understand negotiation strategies they may otherwise deem unethical. A better understanding of cross-cultural differences in business ethics can also help practitioners avoid the feelings of anger and mistrust toward their opponents and thus avoid using tactics that might incite more anger and hatred from the other party. Originality/value – This paper contributes to the cross-cultural literature on ethical attitudes and behaviors and helps us better understand cross-cultural differences in business ethics in a negotiation context. This paper narrows this gap by empirically validating some of the Western findings in China and Taiwan. The results also provide support for a set of commonly accepted strategies to be used in business negotiation.
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Wang, Yue, Karen Yuan Wang, and Xufei Ma. "Understanding International Business Negotiation Behavior: Credible Commitments, Dispute Resolution, and the Role of Institutions." International Negotiation 21, no. 1 (December 15, 2016): 165–98. http://dx.doi.org/10.1163/15718069-12341328.
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Developed mainly in the broad field of negotiation, the existing literature on international business negotiation has adopted theoretical perspectives that focus on differences between negotiating parties. In this article, we argue that opportunism is more fundamental than differences in our understanding of international business negotiation behavior. Parties’ concerns over how to mitigate opportunism are the fundamental force that drives such negotiation behavior, and the likelihood of opportunism is affected mostly by the economic nature of the asset parties committed to the business exchange. By synthesizing transaction cost economics and new institutional economics, this paper develops an alternative theoretical model that complements the existing negotiation literature to explain negotiation behavior. Our model theorizes relationships between parties’ ex-ante credible commitments and ex-post dispute resolution strategies and explores how institutions moderate such relationships in shaping international business negotiation behavior and process.
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Usunier, Jean-Claude. "Guidelines for effective intercultural business negotiations." Strategic HR Review 18, no. 5 (October 14, 2019): 199–203. http://dx.doi.org/10.1108/shr-06-2019-0050.
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Purpose For managers and senior executives who find themselves negotiating with international partners who differ in terms of culture, communication style, time orientation, as well as personal and professional backgrounds, understanding the complex range of factors that impact intercultural business negotiations (ICBN) for short – is a fundamentally important skill. Design/methodology/approach This paper is based on an organised review of literature on culture and business negotiations in Usunier (2019), systematically examining the interface of culture with dispositional (e.g. negotiator’s gender) and situational variable (e.g. type of contract, one-shot versus repeated deals). Findings Empathy is not all, culture overlaps and interacts with other key negotiation variables. The paper derives a set of guidelines for effective ICBN. Originality/value Many approaches to ICBN emphasise culture as a stand-alone variable. The approach helps to avoid naïve behaviour and proposes a framework for linking cultural aspects to other major situational and dispositional variables in the ICBN process.
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Singh, Bhupinder. "Blueprint for Effective Trade Negotiations." Vikalpa: The Journal for Decision Makers 12, no. 1 (January 1987): 13–20. http://dx.doi.org/10.1177/0256090919870103.
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Negotiations are so common in business that managers often fail to recognize the elements of negotiations in their processes of interaction. The development of the necessary negotiation skills among managers is also neglected. In the USA and other advanced countries, academics actively study negotiations as an art and a science. Managers take training programmes to improve their negotiating skills. In this article, Bhupindar Singh, based on his study and extensive experience in both the public and private sectors, provides a blueprint for effective trade negotiations. He illustrates the concepts and tactics from actual cases.
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Foroughi, Abbas. "A Survey Of The Use Of Computer Support For Negotiation." Journal of Applied Business Research (JABR) 11, no. 2 (September 21, 2011): 121. http://dx.doi.org/10.19030/jabr.v11i2.5882.
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A survey was taken of negotiation practices in business and industry. Of particular interest was the extent to which computer technology is being used to enhance and support negotiation. The most widely used types of computer support were costing of anticipated demands, mathematical models and contract analysis. Pre-negotiation and post-negotiation activities had been more widely supported by computers than had actual negotiation sessions. A large number of organizations expressed a willingness to use computer support for future negotiations, and the consensus was that pre-negotiation activities could most benefit from such support. Those who had not yet used computer support for negotiations felt that costing and contract analysis could cost benefit from such support. The survey identified areas in need of improvement in the negotiation process and provided the basis for identifying solutions to these problems which could be provided by the used of innovative computerized negotiation support.
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Horwitz, F., R. Hemmant, and C. Rademeyer. "Chinese business negotiations: South African firm experiences and perspectives." South African Journal of Business Management 39, no. 1 (March 31, 2008): 1–13. http://dx.doi.org/10.4102/sajbm.v39i1.551.
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South African business joint ventures in China are increasing. Successful negotiations are a key component when establishing a gateway into the Chinese market. This research is undertaken to establish South African business negotiators’ understanding of Chinese business negotiation styles and behaviours and determinants of cross-cultural negotiation. Primary data was obtained through quantitative ranking style questionnaires and semi-structured interviews with selected South African business people who have had business negotiations with Chinese firms. The research revealed that perceptions held by South African business negotiators do not differ substantially from that of Westerners with regards to aspects such as trust relationships, hierarchical decision making, long-term decision making, networks and the concept of ‘face’.
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Wachowicz, Tomasz. "DECISION SUPPORT IN SOFTWARE SUPPORTED NEGOTIATIONS." Journal of Business Economics and Management 11, no. 4 (December 31, 2010): 576–97. http://dx.doi.org/10.3846/jbem.2010.28.
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In this paper we consider the idea of negotiations conducted by means of the software support tools. We present the advantages of the negotiation support systems discussing their different functions and typologies focusing later on the possibilities of decision support they can give to the negotiating parties in all negotiation phases. After presenting the most popular solutions we introduce also two of our own procedures that can be applied in the pre‐negotiation phase for eliciting negotiators’ preferences and building the offers’ scoring systems for the parties. The first one is based on the Hammond, Keeney and Raiffa's procedure of even swaps, while the second derives from the Roy's ELECTRE‐TRI. Both of them can be easily applied as the analytic engines in electronic negotiation systems replacing the classical additive scoring systems. We discuss also the issue of using different scoring systems in the successive negotiation phases.
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Elahee, Mohammad, and Charles M. Brooks. "Trust and negotiation tactics: perceptions about business‐to‐business negotiations in Mexico." Journal of Business & Industrial Marketing 19, no. 6 (October 2004): 397–404. http://dx.doi.org/10.1108/08858620410556336.
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Bachkirov, Alexandre A., and Salem AlAbri. "Islamic values and negotiator behavior." International Journal of Islamic and Middle Eastern Finance and Management 9, no. 3 (August 15, 2016): 333–45. http://dx.doi.org/10.1108/imefm-08-2015-0094.
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Purpose The purpose of this study is to examine whether and how the fundamental Islamic values of Arab Muslim business negotiators influence their views of the negotiation process and negotiation behavior. Design/methodology/approach The study is based on an interpretive qualitative approach. The data were obtained by semi-structured interviews. The participants were managers whose role entails negotiations as an essential component of their job. Findings For Arab Muslim negotiators, the use of knowledge is associated with a moral imperative of being truthful and using knowledge responsibly. The virtues of honesty, transparency, trust, integrity, fairness, peace, respect and concern for the counterpart’s negotiation outcomes emerged as important considerations for Arab Muslim negotiators. Research limitations/implications All the research participants were from an Arab Islamic country. Empirical data obtained from non-Arab Islamic respondents can provide further insights into how religious beliefs shape negotiation behavior of Muslim negotiators. Practical implications The international negotiation practitioners involved in cross-cultural negotiations in the Arabian Gulf should consider their counterpart’s behavioral patterns and expectations shaped by the Islamic faith. Appreciating what matters to an Arab Muslim negotiator will increase the probability of a positive negotiation experience and the likelihood of attaining negotiation goals. Originality/value The study contributes to the literature on innovative management practices by emphasizing the need to broaden the knowledge of a cultural perspective of management innovation. Innovative interventions in intercultural negotiations should include a consideration of the counterparts’ religious beliefs in both intra- and inter-firm bargaining situations.
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Chang, Lieh-Ching. "A Comparison of Taiwanese and Philippine Chinese Business Negotiation Styles." Social Behavior and Personality: an international journal 39, no. 6 (October 1, 2011): 765–72. http://dx.doi.org/10.2224/sbp.2011.39.6.765.
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The business negotiation styles of Taiwanese and Philippine Chinese were examined by means of 460 survey questionnaires. The design was based on the dual concern model developed by Pearson (1999) from the theory proposed by Blake and Mouton (1985) and explored the tendencies of negotiations and 5 negotiation category styles of accommodation, collaboration, avoidance, competition, and consultation. Results indicated that although both Taiwanese and Philippine Chinese belong to the Chinese culture, there are cultural differences. Philippine Chinese were more inclined to use the negotiation styles of accommodation and withdrawal, whereas Taiwanese used competition more, indicating that the Taiwanese tended to be more aggressive.
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Piya, Sujan. "Mediator assisted simultaneous negotiations with multiple customers for order acceptance decision." Benchmarking: An International Journal 26, no. 5 (July 1, 2019): 1581–604. http://dx.doi.org/10.1108/bij-06-2018-0149.
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Purpose The purpose of this paper is to develop a framework for the manufacturer of a make-to-order company to simultaneously negotiate with multiple customers through mediator to achieve order acceptance decisions (OADs). Design/methodology/approach The paper developed mathematical models for the manufacturer, as well as customers to revise their offers during negotiations. Moreover, the paper also proposed a method for the mediator to carry out his assigned duties to assist in negotiation. In the decision process, mediator acts as a bridge between the manufacturer and customers to reach an agreement. A numerical example is enumerated to illustrate the working mechanism and superiority of proposed framework as compared to the framework where simultaneous negotiations are carried out without the presence of mediator. Findings Iterative method of negotiation conducted without mediator leads to delay in reaching agreement as the aspiration level of manufacturer offer and counter-offer of customer will never cross each other. In addition, the party who submits the offer first may suffer as the opponent can take the advantage of his/her offer during negotiation, thereby, derailing the issue of fairness. Introducing mediator between the manufacturer and the customer for their negotiations could overcome these two issues. Numerical analysis clearly illustrates that, in average, the rounds of negotiation to reach an agreement can be reduced by 22 percent using proposed negotiation framework. In addition, the fairness in negotiations can be improved by 33 percent with the incorporation of mediator. Originality/value Through continuing research efforts in this domain, certain models and strategies have been developed for negotiation. Iterative method of negotiations without mediator will help neither the manufacturer nor the customer in terms of fairness and negotiations round to reach an agreement. To the best of the author’s knowledge, so far, this is the first instance of research work in the domain of OAD and negotiation framework that attempts to incorporate mediator for simultaneous negotiation between manufacturer and customers on multiple issues simultaneously.
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Ogliastri, Enrique, and Gimmy Salcedo. "La cultura negociadora en el Perú: un estudio exploratorio." Cuadernos de difusión 13, no. 25 (December 30, 2008): 9–34. http://dx.doi.org/10.46631/jefas.2008.v13n25.01.
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This is a qualitative study about how to conduct business in Peru. It is based on 47 semi-structured questionnaires on pointed negotiation experiences in which a Peruvian side was involved. The information was classified into 23 items about the customs, tactics, concepts, expectations, beliefs and values that occur in conflict and negotiation processes in Peru. Here was found a culture very similar to that widespread in Latin America: the dominance of haggling as a negotiating process, based on an unreasonable request at the beginning that is to be adjusted slowly. Cordial relations are preferred in an informal atmosphere; it is customary to not do much preparation for the negotiation and recourse to cunning and power more often than to objective technical criteria. In this culture emotions are expressed, and uncertainties have generated a great deal of flexibility in negotiations. The results must be validated by further analysis. This study is part of an extensive research on intercultural negotiation.
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Culpan, Refik. "International Business Negotiation Simulation." Journal of Teaching in International Business 2, no. 1 (January 14, 1991): 21–32. http://dx.doi.org/10.1300/j066v02n01_03.
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Ulijn, Jan M., Micheál Ó. Dúill, and Stephen A. Robertson. "Teaching Business Plan Negotiation." Business Communication Quarterly 67, no. 1 (March 2004): 41–57. http://dx.doi.org/10.1177/1080569903262040.
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