Trust‐building strategies in inter‐organizational negotiations

Abstract

One challenge for multinational organizations is to manage inter-organizational relationships with customers, collaborators, competitors, governments and other important stakeholder organizations. Negotiations can be seen as a process to manage interdependence and conflicts of interests between parties. As a result, negotiation analysis and theory provide a useful framework to analyze dynamics of relationship-and trust-building and hence are increasingly important for the understanding of inter-organizational relationships. This paper explores the set of strategies managers can implement in negotiations to establish relationships based on mutual understanding and trust in order to reach satisfactory agreements and manage inter-organizational dependencies and its associated threats.

Perceptions from the Public and Private Sector on Trust and Cooperation in the Field of Environmental Management in Lebanon

“…On the other hand, from the private sector stakeholders' perception, the results showed that 9 out of the 15 private stakeholders also agreed on this statement (3 out 6 private companies, 2 out of 3 academic and research centers and 4 out of 6 experts).In other words, both the public and private sector interviewees agree that the cooperation between the public and private stakeholders involved in the environmental management in Lebanon is related to trust relations. This result can be confirmed by many scholars (Ferrin et al 2007;Lundin 2007;Edelenbos & Erik-Hans 2007;koeszegi 2004;Parkhe 1993). Thus, based on the public and privates interviewees' perspective, this research claims that building trust relation between the public and private stakeholders is essential for having more cooperation among these multistakeholders and thus having a more successful decisions, developmental plans or environmental projects.…”

“…First of all, according to the stakeholders of the public sector 22 out of 34 of the public stakeholders stated that they agree that the cooperation is related to trust relation (15 out of 24 municipalities, 5 out of 7 ministries and 2 out of 3 public institutes). This answer can be confirmed also by many scholars (Ferrin et al 2007;Ferrin et al 2008, p: 168;Koeszegi 2004). Thus, one of the factors that able us to have more cooperation is by working on building more trust.…”

“…Scholars have stated that trust, at various levels, enhances cooperation (Ferrin et al 2007;Lundin 2007;Woolthuis 1999;Edelenbos & Erik-Hans 2007, etc.). One of the reasons for that is that parties recognize and feel bound by certain values such as fairness, cooperation, and reciprocity; this will encourage these parties to have more cooperation among each other (Koeszegi 2004;Parkhe 1993). In other word, a party who has earned another's trust will feel bound to that trust and will work to honor it and as a result will behave cooperatively rather than competitively toward the other (Ferrin et al 2007,p:477).…”

Rebâtir la confiance après une grève de longue durée

“…Plusieurs recherches ont souligné l'importance de la communication et des échanges d'information pour établir des relations saines (Koeszegi, 2004 ;Gillespie et Mann, 2004 ;Lewicki et Bunker, 1996 ;Roberts et O'Reilly, 1974), et rebâtir la confiance cognitive. Le simple fait de communiquer n'est pas suffisant.…”

“…Ceci doit se faire fréquemment en face à face pour permettre la discussion et l'échange d'information au sujet des besoins, désirs et perspectives de résolutions de problèmes (Lewicki et Bunker, 1996). Ces échanges amélioreront la qualité de la relation (Koeszegi, 2004) et répondront au besoin privilégié des cadres et des employés (Harrisson, 2003). À la fréquence, s'ajoutent aussi le message authentique et sans déformation (Mishra, 1996), la perception de la satisfaction de la communication (Clampitt et Downs, 1993) et le contenu des informations.…”