Interpartner negotiations in alliances: a strategic framework

Abstract

Purpose-The purpose of this paper is propose a strategic framework for understanding interpartner negotiation dynamics in alliances. Design/methodology/approach-The authors define interpartner negotiations as a process of reconciling and integrating the interests of the partners in an alliance, and consider four types of interpartner negotiation strategies-problem solving, contending, yielding, and compromising-and then discuss the dynamics of these negotiation strategies in the formation, operation, and outcome stages of alliance development. Findings-The framework makes clear that the four types of interpartner negotiation strategies identified in the article need to be appreciated as having differential impact at each stage of alliance development. Research limitations/implications-As interpartner negotiations occur at all stages of alliance evolution, future research may seek to empirically assess the impact of different interpartner negotiation strategies. Practical implications-The paper discusses how alliance managers can deploy effective interpartner negotiation strategies for achieving alliance objectives at each of the three developmental stages. Originality/value-The article responds to the need of managers with alliance responsibilities for a framework to help identify and exploit the most effective ways to conduct interpartner negotiations in alliances for productive interactions at different alliance development stages.

The Management of the Negotiation Process in Interorganizational Partnerships from the Trust Perspective

“…Das and Kumar (2011) recognize that, although contracts are essential to interorganizational arrangements, the relative importance that the partners give each other may be a result of the effectiveness of negotiations between parties.…”

“…In the context of IORs, Das and Kumar (2011) define negotiation as a process of integration and reconciliation of interests between partners. The authors acknowledge that the permanent state of interdependence among firms in partnerships is a precursor to potential conflicts and that the management of this independence requires negotiations.…”

“…The balance between cooperation and competition is reflected in the types of negotiation strategies that will be chosen by the partners (Das and Kumar 2011). It is necessary to consider the different types of contexts to evaluate the type of negotiation to be developed (Watkins 1999).…”

“…Managing this interdependence requires negotiations (Das and Kumar 2011), and negotiations on the formation and development of relations between organizations are also necessary.…”

Adaptação e validação da escala de gestão de conflitos entre professores-alunos

“…Os indivíduos apresentam preocupações intermédias em relação aos seus objetivos e aos do oponente, visando alcançar decisões mutuamente acordadas entre ambos (Rahim & Magner, 1995;Pina e Cunha, Rego, Campos e Cunha, Cabral-Cardoso & Neves, 2016). Importa evidenciar que cada estilo contém vantagens e desvantagens, não sendo nenhum deles universalmente eficazes, podendo diferentes estilos serem apropriados em diferentes fases do conflito e da negociação (Das & Kumar, 2011). O próprio entendimento do que é tido como conflito para um indivíduo pode determinar o seu modo de agir perante o mesmo (Massabni, 2011).…”