Reputation and Egotiation: The Impact of Self-Image on the Negotiator

Meerts, Paul; Vuković, Siniša

doi:10.1007/978-94-017-9963-8_4

Cited by 6 publications

(3 citation statements)

References 13 publications

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“…Communicating an image close to that of the customer is very useful to successfully approach and gaining trust from customers in the initial negotiation process (Meerts & Vuković, 2015). Based on our findings, the self-evaluation about the negotiation process and the relationship with customers are also confirmed as a significant negotiation outcome element.…”

Section: Discussion On Study Findingssupporting

confidence: 58%

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: Discussion On Study Findingssupporting

confidence: 58%

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

“…Long eschewed as the realm of irrationality, emotion is now understood as being intimately tied to rationality (McDermott 2004; Mercer 2005, Mercer 2010). As Mercer (2005, 94) argues, ‘Emotion is necessary to rationality and intrinsic to choice… [it] precedes choice (by ranking one's preferences), [it] influences choice (because it directs one's attention and is the source of action), and [it] follows choice (which determines how one feels about one's choice and influences one's preferences).’ Similarly, emotion can both constitute and strengthen rational beliefs. ‘Emotional beliefs’ (Mercer 2010, 2) are those where the belief is imbued with emotion to such a degree that it is possible for an actor to be certain beyond evidence.…”

Section: Individuals and Interpersonal Interactionmentioning

confidence: 99%

“…The Obama–Putin interactions arguably exhibited an inability, or lack of desire, to create mutual SDS, with each side maintaining a view that their interests were inherently at odds, could not be harmonized, but most importantly could not both agree that the source of the problem included themselves. In other cases, SDS and shared mood may give way to domination, with one side attempting to control the interaction, as some analysts have interpreted the 1961 Vienna summit between Khrushchev and Kennedy (Meerts and Vukovic 2015, 92).…”

Section: Social Bonding In Diplomacy: An Explanatory Modelmentioning

confidence: 99%

Social bonding in diplomacy

Holmes

Wheeler

2019

Int. Theory

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It is widely recognized among state leaders and diplomats that personal relations play an important role in international politics. Recent work at the intersection of psychology, neuroscience, and sociology has highlighted the critical importance of face-to-face interactions in generating intention understanding and building trust. Yet, a key question remains as to why some leaders are able to ‘hit it off,’ generating a positive social bond, while other interactions ‘fall flat,’ or worse, are mired in negativity. To answer, we turn to micro-sociology – the study of everyday human interactions at the smallest scales – an approach that has theorized this question in other domains. Drawing directly from US sociologist Randall Collins, and related empirical studies on the determinants of social bonding, we develop a model of diplomatic social bonding that privileges interaction elements rather than the dispositional characteristics of the actors involved or the material environment in which the interaction takes place. We conclude with a discussion of how the study of interpersonal dyadic bonding interaction may move forward.

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Advances in Defining a Right Problem in Group Decision and Negotiation

Shakun¹,

Martinovski²

2020

Handbook of Group Decision and Negotiation

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Not all group decision and negotiation agreements are right solutions. In order to take a right decision and find a right solution to a problem, one has to first of all define the right problem. This chapter presents the evolution of a dynamic problemrestructuring for definition of right problem/solution in group decision and negotiation and its manifestation in communication. It starts with a summary

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Reputation and Egotiation: The Impact of Self-Image on the Negotiator

Cited by 6 publications

References 13 publications

Innovative Entrepreneurs and Their Negotiation Behaviours in Launching New Products

Innovative Entrepreneurs and Their Negotiation Behaviours in Launching New Products

Social bonding in diplomacy

Advances in Defining a Right Problem in Group Decision and Negotiation

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