Negotiation Processes & Communications eJournal最新文献

{"title":"Do Cultural Values Affect Negotiation Styles in Pakistan: The Mediatory Role of Cultural Intelligence","authors":"Wajiha Akmal, D. Siddiqui","doi":"10.2139/ssrn.3683091","DOIUrl":"https://doi.org/10.2139/ssrn.3683091","url":null,"abstract":"Culture assumes a significant job in deciding the way to deal with business matters, method of managing and gatherings with subordinates and associates, and different business correspondences and choices. Successful cross-cultural negotiation requires a good understanding of the differences in cultural values and Behaviors. The purpose of this study is to identify the association between the values that influence culture, different Negotiation styles, and the Cultural Intelligence in Pakistani Environment. For this, we apply Caputo et. al. (2019) framework on Pakistani employees. We hypothesize that cultural values such as Power Distance (PO), Uncertainty Avoidance (UN), Collectivism (CO), Long-Term Orientation (LTO), and Masculinity (MA), significantly affect the mode of negotiations i.e. Competitive (CN) or Cooperative (CON). Competitive negotiation styles involve the use of distributive or combative tactics, such as threats, false promises, misrepresentation of positions, bluffing, selective disclosure, and sometimes deception to force concessions from the other parties or the cooperative negotiation style that involves the use of tactics to increase cooperation and information exchange with the other party. Moreover, this relationship is mediated through Cultural Intelligence (CQ). CQ construct consisted of four elements: (i) metacognitive CQ (MCCI), (ii) cognitive CQ (CCI), (iii) motivational CQ (MCI) , and (iv) behavioral CQ (BCI). First, metacognitive CQ describes an individual's conscious awareness of the cultural interactions and, within such situations, the ability to identify their own and other people's thoughts and to strategize. Second, cognitive CQ reflects an individual's knowledge of a cultural group's values, beliefs, and norms. Motivational CQ, reflects an individual's interest, drive, directed energy, and willingness to learn about cultural differences. Finally, behavioral CQ is an individual's ability to choose the appropriate verbal and physical actions and thereby, to effectively accomplish her goals when interacting with people from different cultures. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data were collected from 200 employees working in the educational, banking, and telecommunication sector, and analyzed using confirmatory factor analysis and structured equation modeling. The results indicate that Long-Term Orientation (LTO) has a significant and positive effect on most of the CQ dimensions i.e. BCI, MCCI, MCI, whereas Masculinity seems to have a negative and significant effect on all CQ dimensions. Power distance also seems to affect BCI and MCI negatively while Uncertainty Avoidance affected CCI positively. Surprisingly, Collectivism didn’t seem to be affecting any CQ. Moreover, All dimensions of CQ seems to affect Cooperative NS (CON) significantly, whereas Competitive (CN) was positively and significantly influenced by CCI and MCCI. Hence, investigating and evalu","PeriodicalId":104123,"journal":{"name":"Negotiation Processes & Communications eJournal","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-08-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132008772","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Competitive Negotiation Tactics and Kraljic Portfolio Category in SCM","authors":"Sundar Narsimhan, Devi Prasad","doi":"10.21863/JSCMS/2016.5.3.036","DOIUrl":"https://doi.org/10.21863/JSCMS/2016.5.3.036","url":null,"abstract":"Negotiation outcomes are broadly classified as Distributive/Competitive and Integrative/Collaborative. Substantial academic and research negotiation literature of the past two decades commend adoption of a collaborative style for almost all real-life conflict situations. Business negotiation materials and relational self-construal psychology studies present a picture of contrast. Negotiations being at the heart of buyer-supplier interactions drive value sharing and value co-creation aspects of modern Supply Chains. Pricing, product selection, delivery terms, shipment schedules, carrier selection, volume discounts, product training, and quality standards are all more often than not subject to negotiation between supply chain members. Negotiation interactions ensuing preparation and determination of BATNA, entail use of Competitive or Collaborative Tactics. Buyers are the protagonists in procurement organizations. And procurement often accounts for the lion’s share of an organization’s budget. Small wonder, they drive cost competitiveness together with the firm’s partners. Indeed this is true of the overall Supply Chain. A pharmaceutical company was chosen for the qualitative research in the form of a case study. The most popular competitive negotiation tactics were chosen for this study and buyers were asked to spell out the negotiation techniques that they deployed, material-wise (with the corresponding suppliers). This data when plotted material-wise and grouped Kraljic category-wise circumstantiates the use of competitive tactics in all Kraljic categories, marked by a refreshing nuanced approach for different categories, with intensity varying for different categories. Interviews with buyers and the key informant to discern the rationale behind use of those negotiation tactics, however, brought out a pattern despite the refreshing tendency not to straight jacket.","PeriodicalId":104123,"journal":{"name":"Negotiation Processes & Communications eJournal","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123268226","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"'United We Stand, Divided We Fall.' Which Countries Join Coalitions More Often in GATT/WTO Negotiations?","authors":"Gabriel Cepaluni","doi":"10.2139/ssrn.2599867","DOIUrl":"https://doi.org/10.2139/ssrn.2599867","url":null,"abstract":"Coalition-formation is an important tool to leverage countries' bargaining power in GATT/WTO negotiations. Unlike the \"weapons of the weak\" reasoning, several econometric models and specifications show that larger economies have a higher probability of joining coalitions. Challenging the view that middle powers have a distinguishable collectivist behavior, even non-linear models show that the relationship between GDP and coalition entry has a linear shape. Large economies join coalitions more often because they are better equipped to absorb transaction costs and also better prepared to deal with the uncertainty of WTO negotiations. Countries more open to trade also join coalitions more often - a less surprising result since the GATT/WTO is a pro-open-trade international institution. Lastly, unlike the \"democratic peace\" literature, we do not find that democracies cooperate more than dictatorships. When dictatorships become more democratic, they tend to join coalitions up to a threshold; after that, the effect decreases, forming an inverted U-shaped curve, suggesting that the correlation between political regime and cooperation is not straightforward.","PeriodicalId":104123,"journal":{"name":"Negotiation Processes & Communications eJournal","volume":"83 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-10-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134126677","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Social Preferences, Efficiency and Personal Values in Ultimatum Bargaining","authors":"J. Lönnqvist, M. Verkasalo, G. Walkowitz, P. Wichardt","doi":"10.2139/ssrn.2240366","DOIUrl":"https://doi.org/10.2139/ssrn.2240366","url":null,"abstract":"How do people trade off efficiency against equality concerns? To study this question, we conducted a modified mini ultimatum game (N=120) in which proposers were asked to choose between offering 8:2 and y:y, y∈{5, 4.5, 4,.., 0.5}; all offers in Euro. According to the data, 58 of 60 proposers have a unique switching point towards the unequal split and the majority of switching occurs between 3.5:3.5 and 2:2. Regarding the variance of the switching, we find that subjects with a comparably high interest in control over resources (higher Power values) tend to switch earlier. Moreover, after reversing roles, subjects who have previously been responders show a far stronger inclination to stick to the equal split indicating that knowing how it is to be in the other's shoes increases other-regarding behaviour.","PeriodicalId":104123,"journal":{"name":"Negotiation Processes & Communications eJournal","volume":"231 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115752576","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Restructuring Procedures in Construction Industry to Avoid Disputes – A Study Through an Arbitral Award","authors":"Sherin E Varghese, Anupama Sugathan, A. Ravishankar, A. Sequeira, Mahesh Patil","doi":"10.2139/SSRN.2085463","DOIUrl":"https://doi.org/10.2139/SSRN.2085463","url":null,"abstract":"Conflicts have existed in all cultures, religions, and societies since time immemorial, as long as humans have walked the earth. Since conflicts are an integral part of human interaction, one must learn to manage them, to deal with them in a way that will prevent escalation and destruction, and come up with innovative and creative ideas to resolve them. Construction disputes, when not resolved in a timely manner, become very expensive – in terms of finances, personnel, time, and opportunity costs. There are many other ways of dealing with disputes. These options and possibilities create 'a menu' of Alternative or Appropriate Dispute Resolution (ADR) that parties may choose to use, with the intent of removing a potential source of conflict, preventing its escalation into a dispute, and finding the way back to a constructive cooperative and a potentially productive future working relationship. It is established beyond doubt that ADR mechanisms are the best options available especially after the enactment of Arbitration and Conciliation Act of 1996, with the role of judicial courts restricted to the barest minimum, yet the disputes by themselves could be avoided by restructuring procedures in the construction industry. This paper deals with restructuring and refining of construction procedures by studying an arbitral award. This award is taken as a typical case, as on most of occasions, it is observed that the contractor or the department would invoke the arbitration clause for remedy and further, the study of award would reveal that the dispute itself could have been avoided had all the procedures were in place.","PeriodicalId":104123,"journal":{"name":"Negotiation Processes & Communications eJournal","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123066304","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Negotiation Excellence: Successful Deal Making","authors":"Michael Benoliel","doi":"10.1142/8105","DOIUrl":"https://doi.org/10.1142/8105","url":null,"abstract":"Negotiation Excellence: Successful Deal Making is written by leading negotiation experts from top-rated universities in the US and in Asia and its objective is to introduce readers to the theory and best practices of effective negotiation. The book includes chapters ranging from: preparing and planning for successful negotiations; building relationships and establishing trust between negotiators; negotiating creatively to create mutual value and win-win situations; understanding and dealing with negotiators from different cultures; to managing ethical dilemmas. In addition to emphasizing the link between theory and practice, the book includes deal examples such as: Renault¨CNissan alliance; mega-merger between Arcelor and Mittal Steel; Kraft Foods' acquisition of Cadbury PLC, Walt Disney Company's negotiation with the Hong Kong government; and Komatsu, a Japanese firm's negotiation with Dresser, an American firm. Following the success of the first edition, the second edition re-emphasizes the spirit of linking theory to practice with two new chapters on emotions in negotiation and the Indian negotiation style.","PeriodicalId":104123,"journal":{"name":"Negotiation Processes & Communications eJournal","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123636148","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Dark Side of Rapport: Agent Misbehavior Face-to-Face and Online","authors":"Sandy D. Jap, Diana C. Robertson, Ryan Hamilton","doi":"10.1287/MNSC.1110.1359","DOIUrl":"https://doi.org/10.1287/MNSC.1110.1359","url":null,"abstract":"A considerable body of research has extolled the virtues of establishing rapport in negotiations. Negotiators who are high in rapport tend to be more likely to reach an agreement and more satisfied with the outcome. Although rapport generally has been found to have positive effects in standard negotiation settings, we investigate the effects of rapport in impasse settings, where conflict between negotiators' core needs means that a successful deal can only be reached when one or both parties acts unethically or “misbehaves,” for example, by lying to the negotiation partner. In a series of three experiments, we find that negotiators who have a high level of rapport are more likely to behave unethically than are negotiators who have a low level of rapport. We find this effect holds both when high rapport results from the way in which negotiations are conducted (face-to-face versus computer mediated) and also when rapport is established through a brief rapport-building exercise before negotiations begin. Finally, we find that the negative effects (unethical behavior)---but not the positive effects (satisfaction with the negotiation, trust, and willingness to work in the future with the negotiation partner)---of high rapport are reduced when negotiators are given a simple reminder before negotiations begin that one's actions can have long-term repercussions for one's reputation. Taken together, this research supports the idea that, despite its several advantages, in certain situations rapport has a dark side, of which negotiators must be wary. \u0000 \u0000This paper was accepted by Pradeep Chintagunta and Preyas Desai, special issue editors. \u0000 \u0000This paper was accepted by Pradeep Chintagunta and Preyas Desai, special issue editors.","PeriodicalId":104123,"journal":{"name":"Negotiation Processes & Communications eJournal","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132800924","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Starting from Scratch: A Multi-Stage Analysis of Remote E-Negotiations","authors":"P. Kesting, R. Smolinski","doi":"10.2139/ssrn.1741723","DOIUrl":"https://doi.org/10.2139/ssrn.1741723","url":null,"abstract":"This paper presents the design and the findings of an experiment in which subjects were asked to conduct remote, computer mediated negotiations with perfect strangers. As a result, we found evidence that: the consecutive phases of the negotiations have been much more heterogeneous than commonly assumed, the negotiators' approach did not converge, but diverge throughout the process, the 'objective' outcome of the negotiation measured by total score depended primarily on the antecedent phase and only indirectly on the concurrent phase, and finally that the negotiating style demonstrated by the parties was mainly important for the relational outcome and was not correlated with their final score. Based on these findings, we propose a comprehensive model of the overall structure of remote negotiations specifying the relationships between the consecutive phases.","PeriodicalId":104123,"journal":{"name":"Negotiation Processes & Communications eJournal","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-01-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131689934","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Conflict Resolution e-Journal Number 1 (June 2007)","authors":"Tania Sourdin","doi":"10.2139/SSRN.1135145","DOIUrl":"https://doi.org/10.2139/SSRN.1135145","url":null,"abstract":"Alternative dispute resolution (ADR) is an expanding and evolving area - some regard it as a field, some as a profession and some view it as an industry. As leaders in conflict resolution education, practice and research, one of our fundamental objectives is to add to the pool of knowledge in the conflict resolution and management area. We believe that the creation of the Conflict Resolution e-journal (e-journal) is an important stepin achieving this.Contributions to this, our inaugural issue, are drawn from graduates of our postgraduate Conflict Resolution Program, as well as alternative dispute resolution practitioners. The four articles in this issue discuss different aspects of alternative dispute resolution, covering theory as well as professional practice. All four authors use relevant cases studies to illustrate principles and each article indicates the depth and scope of the ADR area.","PeriodicalId":104123,"journal":{"name":"Negotiation Processes & Communications eJournal","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-05-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124906219","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Between (In)Efficiency and (In)Effectiveness: Uncertainty, Risk and Benefits of Routine in Negotiation","authors":"P. Kesting, R. Smolinski","doi":"10.2139/ssrn.1014630","DOIUrl":"https://doi.org/10.2139/ssrn.1014630","url":null,"abstract":"In this paper we explore the relationship between routine, risk and uncertainty in repeated negotiations. We link our analysis to the analytical framework of Kesting and Smolinski (2007), based on which we identify and discuss three major points: the risk connected with the decision to develop routine; the uncertainty related to the process and the outcome of a negotiation and its tendency to decrease with increasing routinization of negotiation processes; the risk of overlooking or ignoring relevant context changes and as a consequence ineffectiveness in the application of acquired routine. We also briefly analyze the connection between negotiators' individual risk preferences and their impact on the efficiency and effectiveness of negotiation results. We summarize these points in a simple model and discuss their consequences for theory and practice of negotiation.","PeriodicalId":104123,"journal":{"name":"Negotiation Processes & Communications eJournal","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2007-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114789451","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}