A recent development in addressing the longstanding problem of low pay in the United Kingdom has been the emergence of a social campaign for a 'living wage'. Using a case study approach this article explores an employer's decision to pay the living wage that, in turn, provided both challenges and opportunities for the unions in their dealings with contractors.
This study examines the factors and the processes that contribute to a satisfying outcome for negotiations. Based on a set-theoretic framework, the authors investigated managers from various countries in terms of their approach to negotiation. The fuzzy set QualitativeComparative Analysis (fsQCA) uses detailed data on preparation, information exchange, persuasion, creativity in problem solving and overcoming deadlocks, break-up behavior, as well as how to achieve a satisfying outcome, to test the joint sets of successful outcomes. The implications of these results are relevant for practitioners and future research and highlight necessary and sufficient conditions for a successful negotiation outcome.Keywords: Business Negotiations, fuzzy set QCA, DNA structure, Cooperation, Conflict Resolution 4 IntroductionNegotiations belong to the basic social interaction processes and they have formed a cognitive scheme and differ between people and cultures. The research into negotiation is vast and derives from psychology, decision analysis to game theory, thus considering human behavior, group behavior and rational behavior. In this research on negotiation we distinguish between different models of analysis as well as different ways of conceptualizing negotiation and its outcome. Basically, most frameworks deal with factors and elements which influence the negotiators and then strategies and behavior which lead to the outcome and satisfaction between the parties. This study examines the various paths to a satisfying process and outcome of a negotiation. An international dataset with global respondents distinguishes between those of domestic negotiations and international negotiations. Theoretically, cases derived from the responses distinguish the antecedent conditions of the negotiations that influence the outcome condition which are in this case satisfied outcome and satisfied process.The main contributions of this article lie in the set theoretic approach providing causal relationships and paths to an outcome, as well as in the use of a dataset which was translated into conditions of a set-theoretic treatment linking negotiation process and outcomes. The aim is to test if a consistent theoretical and empirical analysis has predictive power and will help to identify how best to negotiate in both domestic and international settings. The study contributes to the negotiation literature by providing a clear analysis of the routes which involve antecedents, concurrent and consequential constructs for a co-operative and a conflict resolution in negotiation. The research investigates if these pathways are connected to the DNA of negotiations (Fells, 2012) and combine together with the basic components of a negotiation process to provide routes of co-operation (preparation, information exchange, creative solutions) and conflict resolution mechanisms for the routes that are in conflict 5 (preparation, power, persuasion, deadlock). The findings show how negotiators perceive the elements of a negotiation leading to a succe...
Although negotiations are a core business activity, there is a lack of information about what actually occurs during a business negotiation. This study addresses this issue though an international survey of managers focusing on actual negotiations. The 294 respondents reported on what actions they took as they sought to achieve an agreement, including how information was exchanged and how they looked for new solutions and managed concession making. The analysis suggests a pragmatic approach to negotiation, whereby information is not withheld, but neither is it freely given. Solutions emerge from discussion of priorities and commonalities rather than through more formal creative processes. The underlying script of negotiation appears to draw more on competitive than overtly collaborative tactics, suggesting that business negotiators are cautious co-operators. Further research avenues include investigating the pressures and context that impact upon negotiators' decision-making and closer examination of interactions between negotiation tasks en route to an agreement.I negotiated a 2-year service level agreement with a monopoly supplier. We negotiated over a 6-month period and met multiple times using face to face and conference calls. We moved from sorting the scope to more detailed discussions to running test phases to finally signing.(Procurement Manager) I negotiated a purchase order with a supplier. We met their representatives twice and about 10 times via teleconversation. We communicated the requirements and specifications by tele-conversation. The first meeting sorted out the details of the deal and quality concerns; the second meeting sorted out the terms. Following the multiple tele-conferences, we were able to agree on final terms that were acceptable to us. (Procurement Supervisor) Very little in business seems to happen without negotiation. Procurement contracts have to be secured, finance has to be raised, production schedules have to be finalized, and a sales contract is needed with any number of clauses covering price, delivery, quality, and risk mitigation. Managers might find themselves negotiating is needed with government officials, with environmental groups, with indigenous communities or-if something goes wrong-with lawyers and regulators. A deeper understanding of how negotiators negotiate and how the negotiation process works in the business context will contribute to more effective business practices. To this end, this article provides insights from a survey of nearly 300 negotiation practitioners. The survey findings reveal the tactics they each used in one of their business
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