Expanding the Antecedent Component of the Traditional Business Negotiation Model: Pre-Negotiation Literature Review and Planning-Preparation Propositions

Peterson, Robert M.; Lucas, George H.

doi:10.1080/10696679.2001.11501902

Cited by 58 publications

(34 citation statements)

References 52 publications

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“…Plusieurs modèles normatifs de la préparation à la négociation sont présentés dans la littérature (Lewicki, Saunders et Barry, 2006 ;Peterson et Lucas, 2001 ;Weiss, 1999 ;Dupont, 1994). Pour les fins de cette étude, nous avons privilégié un modèle comportant à la fois des assises théoriques et empiriques 1 .…”

Section: Modèle D'analyseunclassified

“…Qui plus est, bien que les actions managériales soient au coeur de la recherche en relations industrielles, peu d'auteurs se sont intéressés spécifiquement à la préparation patronale. Ce constat semble également s'appliquer à la préparation à la négociation pour d'autres sphères d'activités de l'organisation (Peterson et Lucas, 2001). Par ailleurs, la littérature semble exempte d'études empiriques avec un échantillon expérimental documentant l'importance des activités préparatoires des employeurs à la négociation collective.…”

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Que font les employeurs comme préparation à la négociation collective ?

Tremblay¹,

Bergeron²

2009

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L’étude vise à combler le manque de connaissance sur la préparation à la négociation collective et, plus particulièrement, celle des employeurs. Malgré qu’elle soit considérée comme une phase de première importance du processus de la négociation collective, les études de terrain sur le sujet sont quasi inexistantes. Le modèle de la préparation patronale à la négociation collective utilisé a été testé à partir d’un échantillon de 232 répondants provenant des organisations syndiquées du Québec, à l’exception des fonctions publiques provinciale et fédérale. Les résultats de l’analyse montrent que, globalement, la préparation des employeurs est jugée comme étant une activité importante, surtout la préparation politique, suivie des préparations synoptique et technique. Pour la première fois à notre connaissance, une étude présente ce que font concrètement les organisations en guise de préparation, tout en permettant une analyse théorique de la dynamique de cette phase du processus de la négociation collective.

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Section: Modèle D'analyseunclassified

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Que font les employeurs comme préparation à la négociation collective ?

Tremblay¹,

Bergeron²

2009

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“…The research model of this paper is formed on the basis of refined Graham (1987) negotiation process model by Peterson and Lucas (2001). In the model, Graham identified that negotiators' characteristics and situation constraints are antecedents of pre-negotiation and also have impact on the negotiation process, in which the negotiator's characteristics includes age, experience, gender and national culture.…”

Section: Literature Reviewmentioning

confidence: 99%

“…"Process variables address what actually takes place when parties come together for discussions; these behaviors comprise are generally viewed as the central determinant of the negotiation outcome" (Peterson and Lucas, 2001). Various negotiation behaviors due to different cultural background will cause problems and conflict.…”

Section: Culture With Negotiation Processmentioning

confidence: 99%

A Comparison of Business Negotiation Behavior between Korea and China

Mei

2009

IJBM

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With the establishment of Korea and China's diplomatic relationship in 1992, the business activities between Korea and China show the trend of booming during this decade; these two countries have become close trading partners to each other. The process from "strangers" to close friends in business just happened during this decade. The reason why these two countries have been so close in business is because of the geographic advantage and similar cultural roots, Confucianism. Though these two countries have similar cultural roots, due to different social backgrounds, there are still differences in their business cultures.Therefore, this paper picks negotiation as the core and does some comparisons about negotiation behavior between Koreans and Chinese, aiming to provide some useful reminders when conducting business activities in these two countries, for negotiation is the constant factor in business life.

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“…One may expect then that within the pre-negotiation phase some strategic and analytical preparation work needs to be performed that will allow to build a detailed vision of the negotiation problem, the parties involved and the context and, after analyzing them, define a negotiation strategy that would allow the party to obtain the goals. Indeed, the pre-negotiation literature provides various recommendations regarding the required tasks and assignments that should be performed to result in a comprehensive and effective negotiation preparation and provide the negotiator with sufficient and adequate information to conduct the negotiation consciously in a way that enables him to achieve a satisfying agreement (Fisher et al 2011;Peterson and Lucas 2001;Wheeler 2003;Zwier and Guernsey 2005). These various recommendations are summarized in a synthetic pre-negotiation checklist proposed by Simons and Tripp (2003).…”

Section: Negotiation Template Design and Evaluationmentioning

confidence: 99%

The MARS Approach in the Verbal and Holistic Evaluation of the Negotiation Template

2016

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The negotiation template, which defines a set of potential negotiation offers, is traditionally evaluated by means of the simple additive weighting method (SAW). However, some recent research reports on the potential problems and inconsistencies in using and interpreting SAW-based scores. Thus, in this paper we consider the issue of evaluating negotiation offers when the negotiator's preferences are expressed verbally. We present a new approach called Measuring Attractiveness near Reference Situations (MARS), which combines the algorithms of two multiple criteria decision making methods: ZAPROS and MACBETH. Applying the elements of ZAPROS allows identifying a small set of reference alternatives that consists of the best resolution levels for all the negotiation issues but one. In pair-wise comparisons of these alternatives negotiators need to evaluate trade-offs only, which means deciding which concessions are better to be made. Using the elements of MACBETH allows determining the strong interval scale based on verbal judgments defined by negotiators at the beginning of the preference elicitation process. We study in detail the legitimacy of hybridizing ZAPROS and MACBETH that differ in their philosophies of decision support as well as discuss the drawbacks of these two MCDM methods and propose some alternative solutions that make this approach applicable to supporting negotiators in the evaluation of negotiation offers. Finally, we present an example in which we indicate the differences in the negotiation offers' scoring process conducted by means of MARS and the traditional ZAPROS and MACBETH procedures.

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Expanding the Antecedent Component of the Traditional Business Negotiation Model: Pre-Negotiation Literature Review and Planning-Preparation Propositions

Cited by 58 publications

References 52 publications

Que font les employeurs comme préparation à la négociation collective ?

Que font les employeurs comme préparation à la négociation collective ?

A Comparison of Business Negotiation Behavior between Korea and China

The MARS Approach in the Verbal and Holistic Evaluation of the Negotiation Template

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