Integrative and distributive negotiations and negotiation behavior

Stoshikj, Marina

doi:10.1007/s12927-014-0002-8

Cited by 19 publications

(10 citation statements)

References 11 publications

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“…Integrative negotiation is one of the most common negotiation methods, where joint-profit is a concern and has frequently been used by entrepreneurs (Stoshikj, 2014). During an integrative negotiation, cooperation between both parties is given more prominence than competitiveness; therefore, the outcome from this type of negotiation is usually a mutual win-win agreement (Haselhuhn et al, 2014).…”

Section: Concerns About Others' Outcomesmentioning

confidence: 99%

“…During an integrative negotiation, cooperation between both parties is given more prominence than competitiveness; therefore, the outcome from this type of negotiation is usually a mutual win-win agreement (Haselhuhn et al, 2014). Besides, integrative negotiation enables both parties to build a trusting and stable future relationship, encourages them to share preferences, reduce conflicts, and to deliver more agreeable solutions (Stoshikj, 2014). Therefore, besides an expressed a strong desire for personal outcomes, entrepreneurs' negotiation behaviours are expected to focus on their stakeholder's issues by trying to create a win-win agreement (Zhang et al, 2020).…”

Section: Concerns About Others' Outcomesmentioning

confidence: 99%

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Innovative Entrepreneurs and Their Negotiation Behaviours in Launching New Products

Minh¹,

Hiep²,

Ouynh³

et al. 2020

HSSR

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Purpose: This study investigates the impact of the negotiation behaviours by Vietnamese innovative-entrepreneurs on negotiation outcomes. The focus emphasises face-to-face negotiation sessions between innovative entrepreneurs and their corporate customers as they promote new services and products that either fulfill unmet market demands or achieve significant improvements in comparison to existing products or services. Methodology: This paper employed a qualitative research method to distill the entrepreneurial negotiation behaviours and their impacts on negotiation performance. A series of semi-structured interviews were conducted individually with 14 Vietnamese innovative-entrepreneurs, from five industries including technology, manufacturing, agriculture, medical, and education. To ensure the entrepreneurs' fall under the classification of innovative-entrepreneurs. The participating entrepreneurs were selected Entrepreneurship-Incubator, Vietnam-Department-of-Business-Registration-Management, and Business-Startup-Support-Centre. Main Findings: The findings showed that the negotiated-terms, the self-expression of the parties, the negotiation process, and the relationship developed were found to be significant in measuring negotiation performance. Negotiation behaviours, including concern about the personal outcome; concern about others’ outcomes; building relationships; and, emotional expression, were found as having a positive impact on negotiation performance. In contrast, risk-taking negatively affected negotiation outcomes. Applications: Based on the aforementioned findings, a proposed negotiation-framework of an innovative-entrepreneur in the product launching stage is being developed. Novelty/Originality of this study: This study brings another view on measuring negotiation performance by applying psychological negotiation outcome elements rather than relying on objective elements only. The significance of each psychological negotiation outcome element is also ordered. The unique advantages and challenges of the launching stage of an innovative entrepreneur are also explored to provide in-depth entrepreneurial knowledge.

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Section: Concerns About Others' Outcomesmentioning

confidence: 99%

Section: Concerns About Others' Outcomesmentioning

confidence: 99%

Innovative Entrepreneurs and Their Negotiation Behaviours in Launching New Products

Minh¹,

Hiep²,

Ouynh³

et al. 2020

HSSR

View full text Add to dashboard Cite

show abstract

“…Other academics and practitioners have advocated for the recognition of integrative bargaining situations (e.g., Kolb, 2015) and extended the methods and techniques by which one might build relationships and engage in integrative bargaining (Saorin-Iborra, 2006). Stoshikj (2014) also discusses the array of benefits associated with integrative negotiations. It is not surprising that over time, integrative negotiation techniques have been incorporated into a multitude of college texts, classes, and practitioner workshops (e.g., Lewicki et al, 2019).…”

Section: Theoretical Foundationmentioning

confidence: 99%

Negotiating Quality and Productivity: An Experiential Exercise

Albright

Finn

2020

Management Teaching Review

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This article presents an active experiential exercise that requires participants to negotiate over scarce resources while assigned separate managerial responsibilities. Students explore concepts associated with integrative and distributive bargaining while engaging in a realistic workplace role-play. Students form pairs and assume the role of either (1) a business line manager charged with product line production and profit/loss responsibilities or (2) a corporate finance manager who is tasked with achieving overarching corporate financial goals. Both face budgetary pressures and feel great responsibility for the achievement of their individual departmental goals. Participants must negotiate with each other to attempt to come to some resolution. Teaching notes are provided. The exercise is designed for undergraduate students and can readily be used in courses such as Organizational Behavior, Negotiations, and Leadership.

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“…Negotiations are an essential part of many business relations (Stoshikj, 2014). Fisher and Ury’s (1985) seminal work “Getting to Yes” and subsequent “Getting Past No” (Ury, 1991) popularized the work of the Harvard negotiation project, which developed an innovative approach to negotiations.…”

Section: Introductionmentioning

confidence: 99%

Principled negotiation: an evidence-based perspective

Hak

Sanders

2018

EBHRM

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Purpose The purpose of this paper is to argue that the adaptation of the principled negotiation approach within organizations demonstrates similarities with the adaptation of evidence-based management and is the result of cognitive biases and cultural values instead of specific and conscious choices within the adopted negotiation style. Design/methodology/approach The adaptation of principled negotiation and evidence-based management are considered as a lack of willingness to be innovative at the organizational level, and when these ideas are introduced will meet resistance. Findings The analysis of the principled negotiation approach as an approach which – similar to evidence-based management – is vulnerable to cognitive biases and cultural values offers a solution on how to effectively adapt this approach within organizations. Research limitations/implications Implications for research include a research design to test the assumptions of this paper to consider principled negotiations and evidence-based management approaches as innovative approaches. Practical implications Organizations and decision makers within organizations can benefit from the analysis in this paper. Social implications Companies and parties in a negotiation phase can benefit from the analysis by paying attention to the cognitive biases and cultural values of the other parties rather than paying attention to the first offer and the choices made in the negotiation. Originality/value This is the first paper to analyze principled negotiations from an evidence-based management perspective.

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Integrative and distributive negotiations and negotiation behavior

Cited by 19 publications

References 11 publications

Innovative Entrepreneurs and Their Negotiation Behaviours in Launching New Products

Innovative Entrepreneurs and Their Negotiation Behaviours in Launching New Products

Negotiating Quality and Productivity: An Experiential Exercise

Principled negotiation: an evidence-based perspective

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