Turning Points in Multilateral Trade Negotiations on Intellectual Property

Kraft Foods' 2009 Conflict in Argentina: Turning‐Point Analysis of a Labor–Management Negotiation

“…At that time, both national and provincial public health authorities had taken all the usual community mitigation measures: temporary and local school closures, cancellation of mass gatherings, isolation or quarantine of sick or exposed individuals, and other social-distancing precautions. But two days before (Crump & Druckman, 2011); t stands for departure-turning point-and n for the variable number-one or more-of subsequent consequences that follow the immediate consequence (t + 1) of a departure.…”

“…A straight arrow ? indicates a causal relationship between sequential events (Crump & Druckman, 2011); t stands for departure-turning point-and n for the variable number-one or more-of subsequent consequences that follow the immediate consequence (t + 1) of a departure. July 8 The Labor Ministry enforces a mandatory conciliation process for a 10-day period, with a potential extension for another 5 working days (External Precipitant: t À 2) ?…”

“…A straight arrow ? indicates a causal relationship between sequential events; a broken arrow --> points to a noncausal relationship between sequential events (Crump & Druckman, 2011); t stands for departure-turning point-and n for the variable number-one or more-of subsequent consequences that follow the immediate consequence (t + 1) of a departure. The second mandatory conciliation period ends at an impasse; all legal restraints cease for both parties (External Precipitant: t À 2) --> KFTA's managers confirm 156 layoffs, as salaries for plant personnel are paid with discounts for stoppage days (Substantive Precipitant: t À 1) ?…”

Planning and Managing the Negotiation Exercise

“…The margin principle, when compared with the equity principle, also represents a choice between two frames, with power relations shifting dramatically based on the frame that eventually is adopted (see Crump 2005, Crump andDruckman 2012).…”

“…Peru (Team 58) had sufficient knowledge to appreciate that these theories can be combined together to guide strategic action. In this case, understanding framing and re-framing (cost and savings vs. punishing polluters) and then using a re-framed issue as the rational to support coalition formation to secure a shift in power relations (to control outcome decisions) involves several complicated theoretical processes (see Crump 2005, Crump andDruckman 2012). It is one thing to gain such theoretical understanding and another to be able to apply the theory at the right time and in the correct manner.…”