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Journal articles on the topic 'Negotiations'
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1
Meng, Jiayan. "Analysis of Suggestions for Fresh Graduates on Negotiation and Communication Skills." BCP Business & Management 30 (October 24, 2022): 813–17. http://dx.doi.org/10.54691/bcpbm.v30i.2570.
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Every job description that involves contact with several parties has negotiation as a vital prerequisite. When negotiating, the interest should always come first, followed by the stance. As the goal of any negotiation is to produce value and set the conditions under which parties with different and sometimes antagonistic goals will collaborate, preparedness, forbearance, and prior planning are essential to any negotiation's success. One should gather information, be aware of goals and values, find areas of agreement, choose a walk-away stance, and attempt to determine the next best option while preparing. The capacity to use relationships, expertise, influence, resources, time, and attitude in negotiations is a set of abilities that may be taught and honed through experience. It is important to remember that not all negotiations include a win-win situation. All sides benefit when a negotiation is successful. This paper evaluates the necessities of a successful negotiation. There are different types of negotiation- interest-based negotiation and distributive bargaining. The paper delves into the challenges that face these two negotiation strategies and their strengths. It recommends graduates on how they are supposed to carry out negotiations in the business industry. Therefore, the insights from this research paper are important since it equips the graduates with the industry model negotiation skills, which ensures business success. Instead of just standing motionless and droning on about their thoughts, a good listener gains more experience and may learn from other people's speeches, discussions, and communication. Most corporate negotiations are collaborative because both sides try to satisfy the other and utilize their counterpart's demands and negotiating tactics as a springboard for their ideas.
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Lupu, Felicia Adriana. "PROCEDURAL PARALLEL AND APPROACHES BETWEEN DECISIONS AND TRADE NEGOTIATIONS." Problems of Management in the 21st Century 7, no. 1 (July 15, 2013): 24–32. http://dx.doi.org/10.33225/pmc/13.07.24.
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In a conscious or less conscious way, in each moment of its existence, the organization negotiates. Any negotiation assumes the fact that the negotiator has to approach at least one decisional situation and has to make at least one decision. Making decisions when negotiating, negotiators manifests their reasoning, proving the fact that they can approach decisional situations. Approaching the negotiation process by a string of decisional sequences, the entire theory regarding decision making may underline the process of negotiation, providing efficiency to the resources allocated within the process of negotiation and underlining the most equitable way and the most advantageous to follow for the team of negotiators. On the basis of these ideas further questions can be put. Could any similarity be identified when comparing the decisional process to the result of a commercial negotiation? Do the negotiation’s objectives determine the characteristics and particularities of the decisions to be made by each of the parts during the negotiation process? Taking into account both the literature regarding the subject and the practical experience of the author in SMES’s (Small and medium sized enterprise) management, using the analogy and deduction methods, this paper aims to identify procedural similarities between decisions and negotiations, reconsidering the role of the processes that have a managerial character. Tracing such approaches may have multiple and major implications and is meant to underline the importance of the decisional process when it comes to negotiating. Key words: decisional process, negotiations, competitive advantage, procedural approach.
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Vakhnina, V. V. "Psychology of negotiating activity of employees of internal affairs agencies in situations related to the fact of committing a crime." Psychology and Law 6, no. 4 (2016): 16–23. http://dx.doi.org/10.17759/psylaw.2016060403.
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The author considers the problem of negotiating with the perpetrators of the criminal act in situations related to the fact of the crime. It identified six types of negotiation, including: negotiating with terrorists, hostage-taking on mercenary motives for ransom or other benefits; negotiate with criminals, hostage-taking, being caught in flagrante delicto; negotiate with criminals operating on psychological grounds; talks with political extremists; Negotiations with religious fanatics, acting in accordance with their religious beliefs; Negotiations with the crowd in order to prevent riots. The negotiations with the criminals studied as a managed balanced system, which includes the process of negotiation, management negotiating process under the influence of external conditions, factors and subjects of composition.
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Kang, Byung-Hwan. "A Study on China’s Characteristics’ Negotiation Strategy." Global Knowledge and Convergence Association 5, no. 2 (December 31, 2022): 221–63. http://dx.doi.org/10.47636/gkca.2022.5.2.221.
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This paper divides China’s negotiations into three major types: hostile negotiations, concession-type negotiations, and ‘collision and cooperation’. Hostile negotiations are negotiations that are conducted with the intention of distrusting one side, lack of goodwill. As an example of hostile negotiations, the text cites the armistice negotiations in the Korean War and the ambassador-level talks between China and the United States from 1955 to 1970 as examples. Concession negotiations are similar to tributary-typed negotiation. In other words, it is a type of negotiation in which economic interests are sacrificed for political gain. The economic deficit can be compensated by a political surplus. As an example of concession-type negotiations, this article mainly analyzes the 23 agreements signed between Taiwan and mainland China in the Ma Ying-jiu period (2008-2016) and the agreements signed by China with the Third World countries before open door policy. ‘Conflict and cooperative negotiation’ is a negotiation in which both sides have common interests and there is also a conflict of interest between the two sides. As an example of this type, this article focuses on the The Sino-British Joint Declaration and the 1972 Shanghai Communique between China and the US. This paper intend to derive a unique negotiation strategy to China that is distinct from negotiation with other countries. At the same time, This paper is to provide a useful reference for experts in various fields who will know China’s negotiating strategy and behavior, and will engage in negotiations with China.
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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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GWIAZDA-RZEPECKA, Brygida. "NEGOTIATIONS IN PEACE SUPPORT OPERATIONS IN IRAQ AND AFGHANISTAN – RESEARCH RESULTS." Scientific Journal of the Military University of Land Forces 163, no. 1 (January 2, 2012): 73–93. http://dx.doi.org/10.5604/01.3001.0002.3234.
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Negotiation has become one of the most socially effective methods of solving conflicts. The aim of this article is to present the results of research on negotiations in peace support operations in Iraq and Afghanistan. There have been five negotiating styles discussed as their role appears to be crucial in the negotiation process. Some conclusions on conducting negotiations have been elaborated as well.
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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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Schiff, Amira. "Pre-negotiation and its Limits in Ethno-National Conflicts: A Systematic Analysis of Process and Outcomes in the Cyprus Negotiations." International Negotiation 13, no. 3 (2008): 387–412. http://dx.doi.org/10.1163/157180608x365253.
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AbstractThe repeated failures of negotiation in ethno-national conflicts highlight the importance of studying the relationship between the pre-negotiation process and the results of the subsequent formal negotiations. This study examines various factors that contributed to a decision by adversaries to initiate official negotiations, and how these factors affected the prospects for a negotiated agreement. Furthermore, it suggests that certain elements in the pre-negotiation process portend the nature of the changes in the parties' political positions (tactical or strategic) and the parties' readiness to reach an agreement. An exploration is presented using a case study of the negotiations over the Cyprus conflict in 2004 which resulted in the ultimate rejection by the negotiating parties of the Annan Plan in late March of 2004. We examine the connection between the pre-negotiation process, from the end of 2003 until February 13, 2004, and the failure of the formal negotiations in March 2004. The analysis indicates that the deficient method and process of the pre-negotiations that took place regarding the Cyprus conflict determined the subsequent failure of the negotiations. The early detection of such factors in other negotiations over ethno-national conflicts may mitigate the causes that lead to failure, or perhaps assist in managing the process differently, so as to facilitate a more positive outcome.
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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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Abazi, Vigjilenca, and Johan Adriaensen. "Allies in Transparency? Parliamentary, Judicial and Administrative Interplays in the EU’s International Negotiations." Politics and Governance 5, no. 3 (September 25, 2017): 75–86. http://dx.doi.org/10.17645/pag.v5i3.1056.
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International negotiations are an essential part of the European Union’s (EU) external affairs. A key aspect to negotiations is access to and sharing of information among the EU institutions involved as well as to the general public. Oversight of negotiations requires insight into the topics of negotiation, the positions taken and the strategies employed. Concurrently, however, some space for confidentiality is necessary for conducting the negotiations and defending EU interests without fully revealing the limit negotiating positions of the EU to the negotiating partner. Hence, attaining a balance between the necessities of oversight and confidentiality in negotiations is the subject of a dynamic debate between the EU institutions. This paper provides a joint analysis on EU oversight institutions’ position on transparency in international negotiations. We set out to answer whether parliamentary, judicial and administrative branches of oversight are allies in pursuing the objectives of transparency but also examine when their positions diverge.
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Downie, Christian. "Toward an Understanding of State Behavior in Prolonged International Negotiations." International Negotiation 17, no. 2 (2012): 295–320. http://dx.doi.org/10.1163/157180612x651458.
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Abstract Many of the most significant international treaty negotiations take years, and sometimes decades, to conclude. The international climate negotiations, trade negotiations, and law of the sea negotiations are all examples. Yet, notwithstanding their common occurrence and importance, prolonged international negotiations are not well understood. In these negotiations, state preferences are not fixed, but fluid, as negotiating positions change. This temporal dimension of prolonged negotiations is insufficiently captured by existing theories of international negotiations, which, by virtue of their focus on individual negotiation outcomes at one point in time, tend to be static in their analysis. This article combines an analysis of existing theories of international negotiations with the findings of an empirical study of the climate change negotiations. It reveals a series of internal and external factors distinct to prolonged international negotiations, emphasizes the importance of the temporal dimension, and explains how and why the negotiating positions and the type of agreements states are prepared to sign change over time. Building on these variables, state behavior in prolonged international negotiations can be usefully conceived of as (at different points in time) either an immature or mature game, in which strategic opportunities arise at different phases of the game for networked actors to constructively influence state behavior. Eight strategies are suggested that traditionally weak actors can employ to steer prolonged international negotiations toward their preferred outcome.
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Al-Sharaa, Mohammed Hashim Abdulkareem, and Sanil S. Hishan. "The Impact of Cross-Culture Risk on International Business Negotiations." International Journal of Information Technology Project Management 13, no. 2 (April 1, 2022): 1–13. http://dx.doi.org/10.4018/ijitpm.311850.
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International business negotiations face differences between different cultures. Cultural dimensions can affect the negotiation processes that take place between representatives of different cultures in the negotiations. As a result of the cultural difference between the negotiating parties, there may be many misunderstandings. This paper discusses the impact of cultural dimensions on the conduct of international business negotiation processes. Twenty previous studies on international business negotiation and cultural differences were reviewed and analyzed. The Prisma flow diagram chart was used in this study in order to select articles that are relevant and useful for this study. The findings of this study show that preparation for negotiation is one of the most effective methods for the success of international business negotiations. We advise future researchers to focus on the positive aspect of the impact of cultural differences on international business
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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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Botto, Mercedes, and Juliana Peixoto Batista. "The Negotiations of Services of Health and Education in Argentina: Between Commercial Liberalization and Technical Cooperation." education policy analysis archives 16 (September 15, 2008): 17. http://dx.doi.org/10.14507/epaa.v16n17.2008.
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The aim of this article is to analyze the Argentine experience on the commercial negotiations of education and health services. Firstly, we closely examine the negotiations' dynamics of these sectors in diverse forums for negotiation, such as the multilateral, the hemispheric, and the interregional and regional ones. In addition, we determine the advances on the matter, identifying the existence of commercial agendas as well as issues regarding cooperation. The authors emphasize on the existing tension between these two agendas—cooperation and liberalization—, that although antagonizing in the rhetoric, they are reciprocally connected in the facts. Finally, the debate at the national level is analyzed, differentiating the contents and the construction of the argentine negotiating position, where nongovernmental actors have played a preponderant role. The primary data sources come from semi-structured interviews to the argentine delegations that participated in the negotiations during 1992 and 2005, official and negotiating position documents, and technical and research studies of the negotiation process.
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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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Bowles, Hannah Riley, Bobbi Thomason, and Inmaculada Macias-Alonso. "When Gender Matters in Organizational Negotiations." Annual Review of Organizational Psychology and Organizational Behavior 9, no. 1 (January 21, 2022): 199–223. http://dx.doi.org/10.1146/annurev-orgpsych-012420-055523.
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A person's gender is not a reliable predictor of their negotiation behavior or outcomes, because the degree and character of gender dynamics in negotiation vary across situations. Systematic effects of gender on negotiation are best predicted by situational characteristics that cue gendered behavior or increase reliance on gendered standards for agreement. In this review, we illuminate two levers that heighten or constrain the potential for gender effects in organizational negotiations: ( a) the salience and relevance of gender within the negotiating context and ( b) the degree of ambiguity (i.e., lack of objective standards or information) with regard to what is negotiable, how to negotiate, or who the parties are as negotiators. In our summary, we review practical implications of this research for organizational leaders and individuals who are motivated to reduce gender-based inequities in negotiation outcomes. In conclusion, we suggest future directions for research on gender in organizational negotiations.
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Kovalchuk, A. "Peculiarities of negotiating by a barrister during reconciliation within pre-trial investigation." Herald of criminal justice, no. 4 (2019): 147–53. http://dx.doi.org/10.17721/2413-5372.2019.4/147-153.
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So far, the current legislation provides the parties of the criminal proceedings for the right of reconciliation. Moreover, the Criminal and Criminal Procedure Codes provide for grounds, participants, stages of the reconciliation process. Nevertheless, the most crucial point for attainment of peace between the parties are direct negotiations of the victim and suspected person or defendant. It is logical that legislator doesn’t set limits and make recommendations upon negotiating process. The purpose of the article is to identify the main stages of negotiation with a view to reconciling the suspect and the victim in the pre-trial investigation and outlining known negotiation techniques that may be helpful to the lawyer in the process of communication between the parties in the context of reconciliation. It is stated, that the barrister is an irreplaceable member of the negotiating process during reconciliation within criminal proceedings. He can not only legally qualify the parties` interests, but also, based on his own experience and scientific awareness, can help achieve effective results of the negotiations. Meanwhile, the author justifies the necessity of additional awareness of the barrister with respect to negotiating and psychology aimed at speeding up of negotiations and establish contact with each party and between the parties. It is determined that the knowledge of classical communication techniques and the research of new communication techniques will increase the level of negotiation efficiency and, as a consequence, the successful resolution of conflicts. Given that reconciliation negotiations are often considered successful when satisfy the interests of all parties, development of communication skills based on the above mentioned techniques will help to reach consensus. The author seeks to analysis of the familiar negotiating techniques and making predictions about the implementation of theories within criminal procedural practice as well as illustration of the causal link between the lawyer's negotiating skills and the parties' possible reactions. The stage of the negotiation process is illustrated, taking into account the following categories: personal characteristics of the parties, the preparatory process, tactics and techniques of communication and feedback of the parties.
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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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Малеина, Марина, and Marina Maleina. "Contract Negotiations (Concept, Legal Regulation, Rules)." Journal of Russian Law 4, no. 10 (September 19, 2016): 0. http://dx.doi.org/10.12737/21521.
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The article describes the two orders of the contract negotiations: non-contractual procedure based on the provisions of Civil Code of the Russian Federation, and the contractual order with the help of an agreement on the procedure for negotiating. Above agreement can be of three types: the agreement on the procedure for negotiating, the agreement on the content of the future treaty, the agreement of the mixed type. Regardless of the order of negotiation grounds for damages of losses are unfair negotiations, including disclosure of confidential information transmitted by the other party or use confidential information improperly for its own purposes, as well as the unfair termination of negotiations. The amount of damages includes the costs incurred by the other party in connection with the contract negotiations (rent for the meeting room, translation fees, the preparation of the main contract of the project), as well as for the loss of opportunity to conclude a contract with a third face.
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Zhang, Bei. "Behavioral Analysis in International Business Negotiations Based on the Bargaining Model of Game Theory." Journal of Mathematics 2021 (December 6, 2021): 1–10. http://dx.doi.org/10.1155/2021/5911347.
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In the process of global digital trade rules negotiation, game and cooperation coexist, and all parties are actively seeking cooperative relationship while negotiating game. Against this background, this paper provides a comprehensive overview of the negotiation process of global digital trade rules and analyzes the core issues of the negotiations and their implied political game. This paper firstly compares the core issues of global digital trade rules negotiations at multilateral and regional levels and quantitatively reflects the weighting relationship between core issues and keywords by means of a dynamic thematic model. In order to judge the potential partnership of each country, this paper constructs a theoretical model of partner selection for global digital trade rules negotiation from the perspective of political game and uses the data of 62 major digital trade countries for empirical testing. Compared with traditional trade agreements, the consensus reached in digital trade negotiations is less influenced by traditional economic geography factors and more influenced by the level of digital trade restrictions and political distance. When signing digital trade terms, a country tends to choose countries with similar levels of digital trade restrictions and high political similarity as partners. Financial restrictions and trade restrictions are the most important digital trade restriction factors that countries pay attention to when negotiating, and political stability is the most important political factor that countries pay attention to when negotiating. Compared with developed countries, developing countries pay more attention to market size, cultural differences, and digital infrastructure when negotiating. The formulation of global digital trade rules may follow a reconstructive path from bilateral to regional to multilateral, promoting regional digital trade rule systems at this stage and gradually expanding the scope of negotiations to the multilateral level.
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Shinoda, Tomohito. "Two-level game analysis of Japan in the TPP negotiations." Asian Journal of Comparative Politics 5, no. 4 (July 24, 2019): 337–50. http://dx.doi.org/10.1177/2057891119865025.
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Starting his second term as Japanese prime minister in late 2012, Shinzo Abe regarded Japan’s participation in TPP negotiations as one of the top priority foreign policy issues. Abe successfully acquired a concession from President Barack Obama in order to enter the TPP negotiations without prior commitment to the total elimination of tariffs. After entry into the negotiations, Japan found a way to offer a tariff elimination on the politically sensitive agricultural products. Although the Japanese negotiation team was a latecomer in the TPP negotiation, its members played an instrumental role in reaching an agreement by helping other negotiating partners in the process. In addition, other factors including Japan-Australia FTA, the break-up of the Japan-US cabinet level meeting, and the Chinese initiative in AIIB motivated the American negotiators to reach an agreement. Japan’s role became even more important with the US withdrawal from the agreement, eventually contributing to a successful conclusion of the TPP agreement among 11 countries. Employing a two-level game framework, this study examines how Japan reached an important agreement with the United States in the original TPP negotiations, and then, after the American withdrawal, with other countries in the TPP 11 negotiations.
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BUISSERET, PETER, and DAN BERNHARDT. "Reelection and Renegotiation: International Agreements in the Shadow of the Polls." American Political Science Review 112, no. 4 (September 10, 2018): 1016–35. http://dx.doi.org/10.1017/s0003055418000400.
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We study dynamic international agreements when one of the negotiating parties faces a threat of electoral replacement during negotiations, when agreements made before the election are the starting point for any subsequent renegotiation, and when governments cannot commit to future negotiation strategies. Conflicts of interest between governments may be softened or intensified by the governments’ conflicts of interest with voters. We characterize when the threat of electoral turnover strengthens the prospect for successful negotiations, when it may cause negotiations to fail, and how it affects the division of the surplus from cooperation. We also show how changes in domestic politics—including uncertainty about the preferences of domestic political parties—affect a domestic government’s ability to extract greater concessions in negotiations.
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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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Shikhalkina, Tatiana Grigorievna. "Peculiarities of the communicative level of negotiation language in the English-language movies." Litera, no. 6 (June 2020): 143–50. http://dx.doi.org/10.25136/2409-8698.2020.6.33083.
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The object of this research the communicative peculiarities of negotiation language on the example of English-language movies. Due the growing attention to the means of successful negotiations, the authors raise the relevant question on the need to consider speech aspects of negotiation process. The goal of this work is to analyze the communicative strategies and tactics (“pressure”, “high opening offer”, “disqualification”, “guilt”, “salami”) in the process of negotiations from the perspective of their effectiveness in achieving desired communicative goals. Combination of theoretical overview of the strategies and tactics of negotiation, as well as analysis of the effectiveness of applying tactics to achieve goals of negotiating parties were chosen as the methods for this research. The novelty of this article consist in reference to communicative peculiarities of negotiations in movies that have not previously been the object of analysis in the area of communication studies. The results of this research allowed determining the key strategies and tactics of negotiation in the analyzed films, as well as defining their effectiveness in the negotiation process.
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Shikhalkina, Tatiana Grigorievna. "Communication peculiarities of negotiation language on the example of texts of English-language fiction films." Litera, no. 9 (September 2020): 103–10. http://dx.doi.org/10.25136/2409-8698.2020.9.32920.
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The object of this research the communicative peculiarities of negotiation language on the example of English-language movies. Due the growing attention to the means of successful negotiations, the authors raise the relevant question on the need to consider speech aspects of negotiation process. The goal of this work is to analyze the communicative strategies and tactics (“pressure”, “high opening offer”, “disqualification”, “guilt”, “salami”) in the process of negotiations from the perspective of their effectiveness in achieving desired communicative goals. Combination of theoretical overview of the strategies and tactics of negotiation, as well as analysis of the effectiveness of applying tactics to achieve goals of negotiating parties were chosen as the methods for this research. The novelty of this article consist in reference to communicative peculiarities of negotiations in movies that have not previously been the object of analysis in the area of communication studies. The results of this research allowed determining the key strategies and tactics of negotiation in the analyzed films, as well as defining their effectiveness in the negotiation process.
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Peleckis, Kęstutis. "Multi-criteria assessment tools for achieving balance between negotiating powers under distorted conditions of competition in construction sector’s market." SHS Web of Conferences 129 (2021): 12003. http://dx.doi.org/10.1051/shsconf/202112912003.
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Research background: this study identified which factors influence other factors and how they have a greater impact on the value of a business entity’s HHI index. By knowing the key factors, they can be used to model possible mergers and their impact on the HHI index and possible changes in the market power balance. Purpose of the article: to present the concept of business negotiation system, enabling to model and effectively manage the process of development and implementation of negotiation strategies, assessing the negotiating power of negotiating parties and selecting multi-criteria assessment tools to balance them in the conditions of distorted construction sector market competition. Methods: multi-criteria assessment is used to assess the market power of business entities in business negotiations in order to select effective strategic solutions for construction sector’s business negotiations. Findings & Value added: a developed algorithm for the development of construction sector’s business negotiation strategy based on evaluations of bargaining power is presented.
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Najam, Adil. "Dynamics of the Southern Collective: Developing Countries in Desertification Negotiations." Global Environmental Politics 4, no. 3 (August 1, 2004): 128–54. http://dx.doi.org/10.1162/1526380041748100.
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This paper seeks to understand how the collective South, as institutionally represented by the Group of 77 (G77), manages its unity as a negotiating collective despite its many internal differences and in the face of external pressures. Negotiations leading to the United Nations Convention to Combat Desertification (CCD) are used as an empirical case study. This is a particularly interesting case because a) it was manifestly South-driven, b) it saw uncommonly intense South-South bargaining within the context of a global environmental negotiation, and c) it also saw intense North-South differences. In focusing on how the G77 managed its internal (South-South) as well as external (South-North) negotiations, the paper uses a negotiation analytical framework to derive generalizable lessons about the collective negotiating behavior of the developing countries' caucus in global environmental politics.
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Putri, Liza Diniarizky, Abdul Malik, Selly Novinka Putri, and Hellya Sri Hartani. "Social Change-based Identity Negotiation: Case of “Cina Benteng” and Indigenous Community in Kalipasir Tangerang, Banten." JSW (Jurnal Sosiologi Walisongo) 6, no. 2 (October 28, 2022): 173–88. http://dx.doi.org/10.21580/jsw.2022.6.2.11570.
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Chinese and indigenous people in Kalipasir have lived together for centuries. Although they experienced various social changes due to changes in spatial planning, job opportunities, and cultural recognition, they still lives in harmony by negotiating its identity. Applying qualitative research this study will reveal: what factors drive the negotiation of the identity of the people of Kampung Kalipasir? How did the identity negotiations in Kalipasir Village take place? and what impact does this identity negotiation have on people's attitudes to social change? This study reveals that identity negotiations are driven by factors of cultural diversity, economic equality, and the presence of a common enemy. The form of identity negotiation that occurs is manifested in three behaviors, namely tolerance, prioritizing togetherness, and maintaining tradition. The consequences of this identity negotiation led to a multicultural attitude, prioritizing deliberation, and rejecting exclusivity. This finding shows that a multicultural society can develop in response to social change without having to become a hybrid society by negotiating a tolerant identity and building togetherness while still maintaining traditional values.
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Espinoza, Francisco A., and Norma E. Velasco. "Ethical Negotiations." International Journal of Responsible Leadership and Ethical Decision-Making 1, no. 1 (January 2019): 13–24. http://dx.doi.org/10.4018/ijrledm.2019010102.
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Negotiators assess the trust-worthiness of their counterparts in a variety of ways. One way is to define the integrity of a negotiation by how much buyers or sellers can be trusted: “Are they lying? Do they overpromise or under-deliver?” Despite this initial assessment, negotiators cannot accurately predict business outcomes, such as actual risks, quality or satisfaction with end products/services. Therefore, trust is a key element to facilitate the negotiation process in the early stages of deliberation. In this chapter, we will explore the application of ethical values as a trust-building formula to aid in international negotiations. Furthermore, we propose a role-based, trust-building, ethical approach tailored to the negotiator's needs. Only within an ethical framework, can trust become the cornerstone of a relationship that will genuinely service both negotiating parties and society.
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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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Lindholst, Morten, Anne Marie Bülow, and Ray Fells. "The practice of preparation for complex negotiations." Journal of Strategic Contracting and Negotiation 4, no. 1-2 (March 2018): 119–40. http://dx.doi.org/10.1177/2055563620907364.
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Negotiators are routinely exhorted to prepare well, but what do they do in practice? This article draws on data collected as a team of negotiators prepared their strategy during the lengthy negotiations over a major power generation infrastructure contract. Using a framework that we developed using terms from the literature, the team’s preparation meetings were observed and then analysed for content, timing and changes in participation. It is shown that the standard checklist notion of preparation needs to be reconsidered as a multilevel, dynamic concept that changes in character over time. Far from just a first stage, the team’s continued preparation occurred in feedback meetings after rounds of negotiation at the table, between negotiation sessions and immediately before the next round of negotiations, and progress was seen to hinge on the differentiation of the preparation. Consequently, this long-term study provides insight into a key element of any general theory of negotiation while also suggesting implications for practitioners working with negotiating teams.
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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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Maaravi, Yossi, and Aharon Levy. "When your anchor sinks your boat: Information asymmetry in distributive negotiations and the disadvantage of making the first offer." Judgment and Decision Making 12, no. 5 (September 2017): 420–29. http://dx.doi.org/10.1017/s193029750000646x.
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AbstractThe literature on behavioral decision-making and negotiations to date usually advocates first-mover advantage in distributive negotiations, and bases this preference on the anchoring heuristic. In the following paper, we suggest that the preference for moving first vs. moving second in negotiations may not be as clear-cut as presumed, especially in situations characterized by information asymmetry between negotiating counterparts. In Study 1, we examined people’s initiation preferences and found that unless taught otherwise, people intuitively often prefer to move second. In Studies 2–4, we experimentally tested the suggested advantage of moving second, and demonstrated that in information-asymmetry scenarios – when one party has perfect background information and the other has none — it is actually preferable for both counterparts not to give the first offer while negotiating. We discuss the implications of our findings on the field of negotiation and decision-making, and lay the groundwork for future studies examining this issue.
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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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Piedrahita Vargas, Camilo. "La negociabilidad de los derechos laborales: un análisis económico." Ecos de Economía 16, no. 34 (June 15, 2012): 7–27. http://dx.doi.org/10.17230/ecos.2012.34.1.
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This paper shows the results of the applied research titled "Negotiating labor rights: an economic analysis", which analyzes the legal regulation on individual labor rights negotiation in Colombia from the viewpoint of basic economic principles (Economic Analysis of Law), in order to identify the inefficiencies caused by the prohibition of this type of negotiations. After introducing the discipline of the Economic Analysis of Law, this article specifically analyzes the main legal principles that support the prohibition of individual negotiations which summed to the economic characteristics of the agents (workers), produce inefficiency in the labor markets.
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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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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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Milthorp, Peter. "WTO Accessions: The Story So Far." Hague Journal of Diplomacy 4, no. 1 (2009): 103–12. http://dx.doi.org/10.1163/187119109x394296.
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AbstractDrawing on his thirteen years of experience as a Counsellor in the Accessions Division of the WTO Secretariat, Peter Milthorp describes accession as consisting of 'government-to-government negotiation, conducted at two mutually interactive levels'. The multilateral negotiations among the acceding country and the collective WTO membership correspond to Putnam's Level I; while the bilateral negotiations between the acceding country and individual members to agree on market access commitments require domestic bargaining and coalition building, and provide evidence of Putnam's Level II schema. Milthorp argues that the most arduous negotiations fall upon the government of the acceding country (that is, Level II), as it must develop a focused yet flexible negotiating mandate, implement economic reforms that may cause short-term hardship to some previously protected sectors, and ensure that negotiations progress steadily — all in order to retain political support for ratification. For accession negotiations to reach the end-game, negotiators must thus engage in both international and domestic diplomacy to create a balanced package that is acceptable to both WTO members as well as domestic stakeholders.
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Jonker, Catholijn M., Koen V. Hindriks, Pascal Wiggers, and Joost Broekens. "Negotiating Agents." AI Magazine 33, no. 3 (September 20, 2012): 79. http://dx.doi.org/10.1609/aimag.v33i3.2421.
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Negotiation is a complex emotional decision-making process aiming to reach an agreement to exchange goods or services. From an agent technological perspective creating negotiating agents that can support humans with their negotiations is an interesting challenge. Already more than a decade, negotiating agents can outperform human beings (in terms of deal optimality) if the negotiation space is well-understood. However, the inherent semantic problem and the emotional issues involved make that negotiation cannot be handled by artificial intelligence alone, and a human-machine collaborative system is required. This article presents research goals, challenges, and an approach to create the next generation of negotiation support agents.
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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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Takahashi, Toki, Ryota Higa, Katsuhide Fujita, and Shinji Nakadai. "VeNAS: Versatile Negotiating Agent Strategy via Deep Reinforcement Learning (Student Abstract)." Proceedings of the AAAI Conference on Artificial Intelligence 36, no. 11 (June 28, 2022): 13065–66. http://dx.doi.org/10.1609/aaai.v36i11.21669.
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Existing research in the field of automated negotiation considers a negotiation architecture in which some of the negotiation components are designed separately by reinforcement learning (RL), but comprehensive negotiation strategy design has not been achieved. In this study, we formulated an RL model based on a Markov decision process (MDP) for bilateral multi-issue negotiations. We propose a versatile negotiating agent that can effectively learn various negotiation strategies and domains through comprehensive strategies using deep RL. We show that the proposed method can achieve the same or better utility than existing negotiation agents.
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Wertheim, Edward, Leonard Glick, and Barbara Zepp Larson. "Teaching the Basics of Negotiation in One Class." Management Teaching Review 4, no. 2 (March 2, 2018): 95–118. http://dx.doi.org/10.1177/2379298118758700.
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This interactive negotiation exercise was primarily developed for situations where only one or two sessions could be devoted to teaching negotiations. The exercise, which is conducted by the instructor with the whole class, involves a two-party negotiation that puts the students in the role of a board member for a nonprofit camp, negotiating with a prospective buyer whose positions are presented sequentially by the instructor. There are multiple decision points during the exercise, each of which requires students to recommend specific tactics or offer amounts. Students come out of the exercise with a greater understanding of the basics of negotiation including negotiation planning; when to make a first offer; how to determine goals, targets, and walkaways; ZOPA; reciprocity; anchoring; emotions; overcoming impasses; and distributive versus integrative negotiations. The exercise has been used in graduate, undergraduate, and executive education settings and is also well suited to a onetime presentation or a workshop.
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Kumar, Rajesh, and Gerardo Patriotta. "Culture and International Alliance Negotiations: A Sensemaking Perspective." International Negotiation 16, no. 3 (2011): 511–33. http://dx.doi.org/10.1163/157180611x592978.
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AbstractInternational alliance negotiations are now a pervasive feature of the contemporary global economy. As the alliancing firms cross national boundaries to forge cooperative partnerships they face the inevitable necessity of bridging the cultural divide to ensure successful negotiation. Existing research has focused primarily on the impact of national cultural differences in shaping negotiating strategies and ensuing outcomes. Less attention has been paid to how negotiators from different cultures understand and manage the ambiguity of international alliance negotiations. We employ the theoretical lens of sensemaking to understand how negotiators embedded in different cultures manage simultaneously the task and cultural related ambiguity that they are confronted with. This perspective suggests the critical role that ‘tertius iungens’ (the ‘third who joins’) plays in facilitating the negotiation process. The ‘tertius iungens’ represents a form of intermediation that acts as a catalyst in the negotiation process. We propose three alternative types of intermediation, namely, cognitive, affective, and holistic and provide illustrative examples of these types of intermediation. We conclude by highlighting the theoretical and managerial significance of our framework and by suggesting future directions for research.
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Cheng, Junjun, Yimin Huang, and Yong Su. "Relationality in negotiations: a systematic review and propositions for future research." International Journal of Conflict Management 28, no. 3 (June 12, 2017): 295–321. http://dx.doi.org/10.1108/ijcma-12-2015-0091.
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Purpose The purpose of this paper is to systematically review and analyze the important, yet under-researched, topic of relationality in negotiations and propose new directions for future negotiation research. Design/methodology/approach This paper conducts a systematic review of negotiation literature related to relationality from multiple disciplines. Thirty-nine leading and topical academic journals are selected and 574 papers on negotiation are reviewed from 1990 to 2014. Based on the systematic review, propositions regarding the rationales for relationality in negotiations are developed and future research avenues in this area are discussed. Findings Of 574 papers on negotiations published in 39 peer-reviewed journals between 1990 and 2014, only 18 papers have studied and discussed relationality in negotiations. This suggests that relationality as a theoretical theme has long been under-researched in negotiation research. For future research, this paper proposes to incorporate the dynamic, cultural and mechanism perspectives, and to use a qualitative approach to study relationality in negotiations. Originality/value This paper presents the first systematic review of the negotiation literature on relationality, and identifies new research topics on relationality in negotiations. In so doing, this research opens new avenues for future negotiation research on relationality.
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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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Crump, Larry. "Tools for Managing Complex Negotiations." International Negotiation 25, no. 1 (January 16, 2020): 151–65. http://dx.doi.org/10.1163/15718069-23031162.
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Abstract “Management of complexity” was identified as a paradigm for negotiation analysis 25 years ago. Substantial progress has been made in conceptualizing complex negotiations since, although less has been accomplished with regard to operationalizing that knowledge so that tools can be developed to manage complex negotiations. This article begins by reviewing five separate theoretical frameworks of negotiation complexity and, through this analysis, identifies six significant characteristics of negotiation complexity: party numbers, negotiator roles, external environment, negotiation process, negotiation strategy, and party relations. Operational tools are identified for each variable. On the basis of this analysis, the article concludes by identifying additional tools that could be developed for managing complex negotiations.
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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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Freytag, Rudolf. "Strategic negotiations: three essentials for successful partnerships with startups." Strategy & Leadership 47, no. 1 (January 21, 2019): 19–25. http://dx.doi.org/10.1108/sl-11-2018-0115.
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Purpose The author presents a tried-and-tested strategy for how startups can systematically and efficiently negotiate partnerships with established companies. Design/methodology/approach The concept consists of three elements: strategic balance, stakeholder alignment, and negotiation space. Real-world examples illustrate how this strategy can be applied. Findings The “strategic balance” element weighs the strategic benefits of the partnership against the strategic costs. This determines the negotiation strategy. The “stakeholder alignment” element gives due consideration to the interests and priorities of all stakeholder groups. Lastly, the “negotiation space” element is instrumental in streamlining the negotiations by focusing on the issues that are actually negotiable. Practical implications The concept can generally be applied to all aspects of negotiations between startups and established companies and has a long and proven track record in the real world. The issue of strategic balance in particular is useful in recognizing the strategic costs, which are sometimes hard to discern and only manifest themselves down the road, and comparing them with the strategic benefits, which are frequently obvious. A careful stakeholder alignment increases the chance that negotiations will succeed while building a foundation for constructive collaboration in the eventual partnership. Originality/value Startups that use this tried-and-tested strategy have a tool that can help them systematically and efficiently negotiate partnerships with established companies. The tool also helps the partners recognize early on whether negotiations actually have any prospect for success. The concept can also serve as a guideline for a corporate in negotiating a successful partnership with a startup.
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Hofmann, Gregor P., and Simone Wisotzki. "Global Governance Efforts in Tension between Humanitarian Concerns and Statist Sovereignty Rights." International Negotiation 19, no. 3 (October 15, 2014): 487–517. http://dx.doi.org/10.1163/15718069-12341288.
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This article focuses on the role of justice claims for issues of global governance. Conflicting justice convictions held by states can become considerable stumbling blocks for multilateral negotiations. Normative claims which call for strengthening individual rights, such as human rights or human security, often collide with statist sovereignty convictions, such as the right of non-intervention, territorial integrity and non-interference. Conflicts between negotiating parties also occur on questions of distribution, recognition and procedural justice. The article argues that such justice conflicts affect the outcome of negotiations. Two recent negotiation processes and governance efforts at the United Nations are examined: the Responsibility to Protect (2005) and the Arms Trade Treaty (2013).
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da Conceição-Heldt, Eugénia. "The Clash of Negotiations: The Impact of Outside Options on Multilateral Trade Negotiations." International Negotiation 18, no. 1 (2013): 111–30. http://dx.doi.org/10.1163/15718069-12341247.
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Abstract While the number of preferential trade agreements (PTA) has increased rapidly in recent years, the Doha round of multilateral trade negotiations has been deadlocked since 2006. Most PTAs were even concluded after the start of the Doha round. Does the shift to PTAs “marginalize” the multilateral system? And is there a clash between preferential and multilateral trade liberalization? To answer these questions, we build upon negotiation analysis literature, arguing that the proliferation of PTAs draws negotiating capacity away from the multilateral level and thus reduces the incentives to agree on multilateral trade agreements. The willingness of actors to move from their initial bargaining positions and make concessions at the multilateral level depends on their outside options, that is, their best or worst alternatives to a negotiated agreement. The more credible an actor’s argument that he has a good alternative to multilateralism, the greater his bargaining power will be. In order to support the argument we will analyze the negotiation process at the multilateral level and link it to PTAs under negotiation by the EU, US, Brazil, Australia, and India.