When Negotiations Become Routine: Not Reinventing the Wheel While Thinking Outside the Box

Kesting, Peter; Smolinski, Remigiusz

doi:10.1111/j.1571-9979.2007.00153.x

Cited by 12 publications

(11 citation statements)

References 29 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Furthermore, it is extremely resource-laden to resume a withdrawn negotiation as noted in the deadlock of many international disputes (Cheung, Chow 2011). In these cases, withdrawal had led negotiations to stalemates or impasses even though prospective settlement options were notably present (Kesting, Smolinski 2007;O'Connor, Gladstone 2015;Prietula, Weingart 2011). If withdrawing behaviors occur at the early stage of a negotiation and are not unrestrained, the chance of a negotiation breakdown intensifies (Cheung, Chow 2011).…”

Section: Withdrawalmentioning

confidence: 99%

The Roles of Withdrawal in the Negotiator Personality-Tactic Relationship

Chow

Cheung

Young

et al. 2015

Journal of Business Economics and Management

View full text Add to dashboard Cite

The personality of a negotiator shall affect his choice of tactics. Moreover, mixed predictions of the personality-tactic relationship have been derived from prior studies. One possible explanation is the influence of other intervening factors. In this regard, this study examines the role of withdrawal, as an intervening variable, in the negotiator personality-tactic relationship. State of withdrawal refers to the level of interest to continue with a negotiation. In a state of complete withdrawal, the interest to continue no longer exists and breakdown of the negotiation is inevitable. With the participation of practicing professionals, an experiment was used to collect data for the study. It was found that competitors are prone to withdraw and use more distributive tactics. However, this pattern changes with the composition of the dyad. If the negotiating counterpart is a cooperator, a competitor will adopt a more integrative approach. This finding reminds the importance of the personality factor in selecting members of a negotiating team.

show abstract

Section: Withdrawalmentioning

confidence: 99%

The Roles of Withdrawal in the Negotiator Personality-Tactic Relationship

Chow

Cheung

Young

et al. 2015

Journal of Business Economics and Management

View full text Add to dashboard Cite

show abstract

“…Such protocols may be formalized, incorporated, and institutionalized as part of an organizational system. Routine is replication (Kesting and Smolinski ), which may be one reason why routine negotiations have significant “precedent intensity” (Hughes et al ). The “status quo” or the existing state of affairs can function as pre‐established templates, which can be pervasive within negotiations.…”

Section: Literature Reviewmentioning

confidence: 99%

Precedents in Negotiated Decisions: Korea–Australia Free Trade Agreement Negotiations

Crump¹,

Moon²

2017

Negotiation Journal

View full text Add to dashboard Cite

Initial random acts can be replicated and evolve into precedents, but precedents can also be built with strategic intent. Regardless of their origin, strategically applying a particular precedent or effectively refuting the relevance of a precedent can help a negotiator control decisions and achieve interdependent goals. The purposeful use of precedents has received little attention in the negotiation literature, even though using precedents can be a powerful negotiating tactic. In this study, we examine how past decisions became precedents that helped establish the Korea–Australia Free Trade Agreement of 2014 (KAFTA). We further consider how precedents established through KAFTA later influenced trade negotiations with Canada, China, India, and Japan. Following an extensive literature review and field research, we developed a two‐dimensional matrix (precedent ownership and negotiator goals) to help guide negotiators both offensively (what I want from you) and defensively (what I don't want to give you). We conclude by proposing research to enhance our understanding of temporal issues in negotiation. No previous study within the negotiation literature has examined precedents empirically.

show abstract

“…Past actions can exist as standards (Alon and Brett ) or benchmarks (Crump ). Whether a particular issue is being negotiated for the first time or has previously been negotiated can make a significant difference (Kesting and Smolinski ). When an issue has previously been negotiated, a precedent may exist that could be applied to a similar situation.…”

Section: Precedents In the Negotiation Literature: Applying Precedentsmentioning

confidence: 99%

“…Organizations may formalize, incorporate, and institutionalize such protocols. Replication creates routines (Kesting and Smolinski ), and routines can serve as precedents. This occurs within bilateral and multilateral relationships but can also have impacts across a larger network of relationships, as each negotiation affects and is affected by other negotiations that take place within networks over time (Mouzas ).…”

Section: Precedents In the Negotiation Literature: Establishing Precementioning

confidence: 99%

Toward a Theory of Negotiation Precedent

Crump¹

2016

Negotiation Journal

View full text Add to dashboard Cite

It is remarkable that precedents and their use have not been well explored within the negotiation literature. In this article, I examine the sparse knowledge of precedents and offer a preliminary framework for understanding the role of precedents in negotiation, including how negotiators establish and apply them. Precedents can either evolve randomly or be created with strategic intent. Understanding precedents generally involves examining how negotiators build, adopt, avoid, and reject them. In this review of the existing literature, I identify twelve concepts and paradigms that are particularly relevant to our understanding of negotiation precedents. I also establish a research agenda and identify three methods for further developing our knowledge of precedents: applying path dependence theory from the field of international relations to a negotiation context; conducting experimental research in a laboratory setting involving subjects engaged in negotiation exercises that contain opportunities to apply precedents; and conducting field research with a focus on case methodology grounded in negotiation linkage theory and theories of negotiation dynamics. Finally, in this article, I formulate a two‐part framework on building and applying precedents, and offer managerial guidance for the negotiation practitioner. Precedents serve as a strategic technique and provide a source of power at that point in a negotiation when decisions are made.

show abstract

When Negotiations Become Routine: Not Reinventing the Wheel While Thinking Outside the Box

Cited by 12 publications

References 29 publications

The Roles of Withdrawal in the Negotiator Personality-Tactic Relationship

The Roles of Withdrawal in the Negotiator Personality-Tactic Relationship

Precedents in Negotiated Decisions: Korea–Australia Free Trade Agreement Negotiations

Toward a Theory of Negotiation Precedent

Contact Info

Product

Resources

About