Negotiation Styles Research Articles

Land use decisions: By whom and to whose benefit? A serious game to uncover dynamics in farm land allocation at household level in Northern Ghana

Globally, 38% of the land area is agricultural land, of which 45% are located on drylands, mainly in Africa and Asia, constituting the basis for about 60% of the world’s food production. Of all farms worldwide, 83% are smallholder farm systems, whose livelihoods depend on effective land management and allocation. While land is often cultivated by the various members of a farm household, land allocation decisions depend on the approval, the ambition and the abilities of influential household members, likely affecting all other household members, too. While intra-household decision-making processes have been described to depend on the interplay of prevailing interests and power positions, so far knowledge on interests and power positions is based on individual reports rather than actual observations. With the aim to explore the process of land allocation in a socially complex smallholder farm system, we invited members of a smallholder community in Northern Ghana to join a closed, experimental serious game, simulating a negotiation process between a male household head (HHH), a wife and the eldest son of a hypothetical local farm household. We observed an integrative negotiation style, resulting into high levels of satisfaction with the negotiation process and outcome by all parties, who reported a high level of similarity between simulated and real-life negotiations. Power was observed to be actively deployed, withheld or passively overruled depending on decision domains and process dynamics. While the HHH was the key decision maker acting as a strategic gatekeeper in a funnel-like process, the wife and the son had a significant influence on ‘his decision’ i.e. the household-level negotiation outcome. Model-based analysis also showed that the household-level outcome was more profitable as well as agro-biologically and nutritionally more diverse and productive as compared to the HHHs’ suggestion. The proposed game proved to be a culturally adequate, simple, cost and time effective tool to capture how household-level land use decisions may come about and whose interests they represent. Our study provides a powerful framework for further research and for policies to foster more equitable land use decisions and therewith more sustainable socio-ecological systems.

Sino-Russian negotiation styles: A cross-cultural analysis of situated patterns

China and Russia have transitioned from centralised economies to mixed markets, they have developed institutions and economic sectors and they joined hands in the strategic partnership in economic and political paths through the Belt and Road Initiative (BRI). Most writers compare or contrast their political and economic powers and preferences vis-a-vis Western cultures and countries; none assess the cultural and contextual styles between the two partners. We build on this question to assess whether and how the two neighbours differ in negotiation style rather than how their institutions shape their behaviour. Based on the behavioural negotiation framework proposed in the early 1990s, we gathered evidence through two surveys: one in Russia and the other in China. We received 988 responses from China and 708 responses from Russia, which we analysed in correlational statistics. The statistical analysis shows negative correlations for four styles of negotiation and positive correlations for six styles of negotiation. We interpreted the negative correlation as divergence between the two cultures and positive correlation as convergence between the two cultures on those styles. The magnitude of the correlation further supports the competing positions of the two cultures on the semantic spectrums. We offer theoretical and policy suggestions at the end of the article. In concluding remarks, we draw attention to multiple gaps which can be filled in future research.

Creation of Coping-Profiles of Managers for Obtaining Methods of Coping in Socially Significant Situations during Negotiations

Professional activity of managers, entrepreneurs and other persons who often enter into negotiations implies high density of difficulties and problem situations. This study explored whether social and psychological peculiarities of personality preferred negotiating styles and response to ambiguity may be determinants of productive coping behaviour. The authors surveyed 105 managers of medium and large-sized business aged from 23 to 59. The average age of the respondents is 35.37 years. The study measured an adaptive level of coping strategies by E. Heim's Coping Questionnaire, peculiarities of personality by 5PFQ P. Costa and R. McCrae, preferred negotiating styles and response to ambiguity. Results suggested that adaptive coping strategies more frequently used by less anxious, emotionally healthy managers who in dealing with colleagues and subordinates show respect, willingness to understand and accept the other's point of view, comparative to non-adaptive or relatively adaptive coping strategies using managers with high anxiety, emotional instability and less developed communication skills. It was found the correlation between preferences of the negotiation styles and personality characteristics of respondents. Managers who use adaptive behavioural coping techniques in socially significant and stressful situations are characterized by a higher degree of respect for the people around them (p<0.001), greater emotional relaxation (p<0.001). These social and psychological characteristics may be considered as the determinants of a person's use of adaptive coping ways under challenging situations and more or less serve as a guarantee for their successful overcoming.

Does Individual-Level Multiculturalism Matter in Cross-Cultural Negotiation?

Building upon the literature on individual-level multiculturalism and conflict resolution, we examine negotiation styles of monocultural American and multicultural Hispanic-American individuals. We...

Buyer and Seller Differences in Business‐to‐Business Negotiations

The purpose of this article is twofold: first, to examine the differences between buyers' and sellers' use of negotiation tactics in face‐to‐face business‐to‐business (B2B) negotiations and second, to explore how negotiators' professed negotiation styles influence buyers' and sellers' use of tactics. The methodology is a multiple case study analysis of eighteen negotiators representing twelve companies in six real‐life buyer–seller negotiations in B2B settings analyzed using qualitative research methods, including both comparative analysis and frequency analysis. We found some difference between buyers' and sellers' use of negotiation tactics, which suggests this question deserves further empirical study. Buyers' and sellers' use of specific tactics differs according to which overall strategy the negotiators chose, and sellers generally use a greater number of negotiation tactics than buyers. The findings challenge previous findings that suggest that B2B negotiations are collaborative and that negotiators communicate in a collaborative manner. The findings also increase our understanding of buyers' and sellers' variable use of tactics in the course of everyday practice as well as the interplay between negotiation tactics and strategies.

The relationship between cultural values, cultural intelligence and negotiation styles

Working environments become increasingly culturally diverse and managers, employees and people at large are often required to engage in cross-cultural negotiations. In this regard, it becomes important for negotiators to develop the ability to recognize cultural differences and adapt their negotiation styles to the cultural contingencies they face. This study examines the influence of cultural intelligence on the relationship between cultural values and the individual preferences for a given negotiation style. Our results show that cultural values (e.g. power distance, uncertainty avoidance, collectivism and masculinity) have a direct influence on negotiation styles as well as an indirect effect, which is mediated through cultural intelligence. The study highlights the importance of cultural values and cultural intelligence on negotiation styles and contributes to the research and practice of negotiations.

Negotiating Across Cultures: The Case of Hungarian Negotiators

Negotiating across cultures needs consideration as different cultures have different norms, habits and behavioral patterns. The significance of cross-cultural negotiations lies in the fact that many business relationships have already failed due to the lack of cultural knowledge. Therefore, the paper deals with cross-cultural negotiations in case of Hungarian business negotiators. The aim of the paper is to introduce the findings of a two-phase research conducted among Hungarian business negotiators. In the first phase a qualitative research was conducted to reveal the importance of cultural differences in case of cross-cultural business negotiations from the viewpoint of Hungarian negotiators, whereas in the second phase a quantitative one was conducted to figure out whether cultural stereotypes affect the way how the respondents negotiate with people coming from different cultures. The research found out that in case of Hungarian negotiators it is mostly the lack of cultural knowledge that lurks behind the problems and miscommunication occurring during the negotiations. The research also revealed that stereotypes have an influence on the negotiation styles of Hungarian negotiators. The paper concludes that culture and cultural differences must be taken into consideration in case of cross-cultural negotiations so that problems and misunderstandings could be avoided.

Gender Differences in Wage Expectations: Sorting, Children, and Negotiation Styles

This paper presents evidence from a large-scale study on gender differences in expected wages before labor market entry. Based on data for over 15,000 students, we document a significant and large gender gap in wage expectations that closely resembles actual wage differences, prevails across subgroups, and along the entire distribution. To understand the underlying causes and determinants, we relate expected wages to sorting into majors, industries, and occupations, child-rearing plans, perceived and actual ability, personality, perceived discrimination, and negotiation styles. Our findings indicate that sorting and negotiation styles affect the gender gap in wage expectations much more than prospective child-related labor force interruptions. Given the importance of wage expectations for labor market decisions, household bargaining, and wage setting, our results provide an explanation for persistent gender inequalities.

Gender Differences in Wage Expectations: Sorting, Children, and Negotiation Styles

Gender Differences in Wage Expectations: Sorting, Children, and Negotiation Styles

Разработка и апробация методики оценки переговорного стиля (МОПС)

The article presents the results of development and approbation of the method for determining the negotiation style of the personality. The methodology is based on the idea of the presence of integrative and distributive styles of negotiation. Among the distinctive features of the integrative style areorientation on collective problem solving, achieving win-win solutions, establishing a productive interaction. The distributive style is characterized by the orientation of the subject on maximizing of his own profit, often to the detriment of another, the lack of focus on long-term collaboration, the perception of the partner as a method of reaching his own goals. The approbation has been conducted on a sample of 776 people. A three-component factor structure, including such scales as “Distributive style”, “Integrative style/partner oriented” and “Integrative style /situation oriented”, has been allocated. The data obtained during the psychometric evaluation of the method indicate its consistency, reliability and validity, which allows to make a conclusion on the effectiveness of the method and the possibility to use it in the studies of the peculiarities of the negotiation process.

Art of the Power Deal: The Four Negotiation Roles of Donald J. Trump

AbstractIn this article, I mine President Donald Trump’s considerable writing and speaking record to synthesize the key elements of his deal‐making approach to help make better sense of his rhetoric and actions on the world’s diplomatic stage. My argument is that Trump’s coercive negotiation style is best understood through the prism of his four public roles: observer, performer, controller, and disrupter. In this article, I analyze how these roles translate into his negotiating behavior. Spotting and exploiting vulnerability is his trade; leverage and bravado are his tools. After assessing the opposing side, Trump uses leverage to threaten his counterparts’ weaknesses, while using bravado to play up the advantages of reaching an agreement on his terms. This way, he presents a drastic structured choice to his opponents, leaving them the least maneuvering space. In the final section of the paper, I illustrate how the four‐role framework helps explain Trump’s decisions in the nuclear negotiations with North Korean leader Kim Jong Un. I also consider opportunities for further research.

Open-mindedness and adaptive business style

PurposeThe purpose of this paper is to investigate the role of relational competences, such as open-mindedness and the ability to adapt business style, in developing trustworthy relationships through communication in the export markets in different cultural contexts.Design/methodology/approachThe analysis is performed on survey-based data from a sample consisting of 39.9 percent of the total population of Norwegian seafood companies involved in exporting, including 108 business relationships.FindingsThe findings reveal that adaptive business style and communication mediate the overall effect of open-mindedness on trust building between partners in the export markets. The adaptive business style fully explains the effect of open-mindedness on communication. Open-minded persons are better prepared to achieve communication on a high level because they are more likely to adapt to a new business style. Performing adaptive business style improves communication, particularly when the importer belongs to a dissimilar culture. For trust building, communication is equally important, irrespective of cultural differences.Practical implicationsExporter should aim at recruiting open-minded people because they have the advantage that they are capable of performing a variety of negotiation styles and business approaches, depending on the situation.Originality/valueThis paper develops a model that integrates key constructs from the relational paradigm with constructs rooted in different research streams, extending our knowledge regarding salespeople competences that are important in order to develop business relationships in export markets.

Relationship Between Personality Meta-Traits and Negotiation Styles

This research investigates the relation of personality metatraits and negotiation styles, and the role of negotiation self-efficacy in it. This study was interviewed of Russians with negotiation background at the extractive industry (N=119). Participants were given Thomas-Kilmann questionnaire, CPM-Q personality questionnaire and negotiation self-efficacy questionnaire. It was found that some personality metatraits are significant and direct predictors of negotiation styles and, additionally, negotiation self-efficacy. Nevertheless, negotiation self-efficacy does not mediate the influence of personality metatraits on negotiation styles.

Dispute Resolution Culture and Negotiation Style of Cambodia in the Perspective of ADR

Dispute Resolution Culture and Negotiation Style of Cambodia in the Perspective of ADR

Smart & Savvy: Negotiation Strategies in Academia

Back to table of contents Previous article Next article Book ForumFull AccessSmart & Savvy: Negotiation Strategies in AcademiaAnna Kim, M.D.Anna KimSearch for more papers by this author, M.D.Published Online:1 Aug 2018https://doi.org/10.1176/appi.ajp.2018.18040365AboutSectionsView articleView PDFView EPUB ToolsAdd to favoritesDownload CitationsTrack Citations ShareShare onFacebookTwitterLinked InEmail View articleby Andrea Kupfer Schneider, J.D., and David Kupfer, M.D. Park City, Utah, Meadows Communication, 2017, 176 pp., $34.99 (paperback).Smart & Savvy: Negotiation Strategies in Academia aims to teach a topic that intimately affects us every day: negotiation. The authors, Andrea Kupfer Schneider and David Kupfer, make the goals explicit: to raise awareness about different approaches to negotiation and to highlight skills necessary to execute each approach in an academic setting. These skills include assertiveness, empathy, flexibility, and social intuition.The first part of the book provides background of and evidence-based tools for negotiation. Scales, such as the Dynamic Negotiating Approach Diagnostic (DYNAD), engage the reader in purposeful self-reflection and goal-oriented understanding. The DYNAD, designed by the authors themselves and based on Thomas Kilmann’s Conflict Mode Instrument (p. 13), helps distinguish patterns of negotiation that a person adopts in a specific situation. On a simple two-dimensional scale, where the x axis represents level of empathy and the y axis level of assertiveness, the authors plot five different styles of negotiation: competing, accommodating, avoiding, compromising, and collaborating. By objectively identifying default tendencies, a reader can better take note of such behaviors in everyday interactions.The second half of Smart & Savvy: Negotiation Strategies in Academia shifts the focus from foundational components of negotiation vis-à-vis the individual to applied strategies in scenarios inexorably linked to an academic career. Chapters provide narratives of common dilemmas pertaining to different stages of an academic career, from fellowship to tenure to retirement. These case-like presentations cover relatable challenges such as ownership of data, a tense relationship with a supervisor, shared authorship, and work-life balance. More difficult to address directly are nuances such as the politics of each department; personalities of advisers; and personal interest involving prestige of programs, individual need for security, and location. Nevertheless, the authors emphasize that each stage of life in academia requires different approaches, generally with competitiveness and flexibility early rather than accommodation and avoidance. Collaboration is emphasized throughout, especially during tenure.Smart & Savvy: Negotiation Strategies in Academia is unique in its nonjudgmental approach to different personality styles and in its ability to provide perspective. Aside from scales, the authors employ other tools to engage the reader, such as analogy—a comparison of ski-slope levels to those of negotiation difficulty—and cognitive-behavioral therapy methods, such as the “six hats technique” (pp. 51–52), “magic wand” (pp. 51–52), and “pros and cons of each mode of communication” (p. 78). Triads of advice are made down to earth, easy to remember, and applicable, such as making sure one’s goals are “specific, reasonable, and aspirational” (p. 33). Indeed, the book adopts a colloquial and practical tone. Chapters are short and readable. Information, intermingled with pop culture references from President Lincoln to basketball coach John Wooden to the novel To Kill a Mockingbird, is easy to retain.In summary, I would say that Smart & Savvy: Negotiation Strategies in Academia is a must read for people who want to improve their negotiation skills, whether in their personal life or career. Those who are familiar with the basics of negotiation can skip to the latter part of the book that addresses different scenarios in academia. Those who are not in academia may choose to read only the first part of the book. The topic of negotiation pervades multiple aspects of life, and Smart & Savvy has universally applicable pearls.Dr. Kim is affiliated with the Department of Psychiatry, Mount Sinai Hospital, New York.The author reports no financial relationships with commercial interests. FiguresReferencesCited byDetailsCited ByNone Volume 175Issue 8 August 01, 2018Pages 795-795 Metrics KeywordsNegotiationOther Professional IssuesTests/Interviews-Psychometric History Accepted 9 April 2018 Published online 1 August 2018 Published in print 1 August 2018

Modeling sequential bargains and personalities in democratic deliberation systems

PurposeThis paper aims to introduce a negotiation support system (NSS) with a theoretical modeling that considers the aspects of human personality and negotiator’s behavior to assist the decision-making of public managers and stakeholders in democratic bargaining processes and support social-efficient outcomes.Design/methodology/approachA game theoretical modeling of public participatory negotiations characterized by complete and perfect information is explored with the inclusion of personality aspects and negotiation styles. The importance of the negotiation knowledge disclosure in the sequential bargains of participative budgeting is highlighted by an experiment with 162 state-owned companies’ managers and graduate students to present the contribution of the system’s applicability.FindingsA considerable number of Pareto-efficient deliberation agreements are obtained with few interactions when the negotiation strategies and the personality aspects of opponents and stakeholders are freely available (a symmetry in the public negotiation knowledge). In addition to the set of Pareto-efficient agreements, those with the best social outcome (i.e. that maximize the group satisfaction despite individual losses) are observed when the informational tool for personality and negotiation style inference is enabled.Originality/valueMany scholars argue for Pareto-efficient allocation instead of equal divisions of resources within participative democracies and public governance. This work provides a new system with an empirical application and theoretical modeling which may support those arguments based on the nonverbal negotiation aspects.

Navigating Ambiguity: Distributive and Integrative Negotiation Tactics in China

People usually view negotiations as either an integrative process in which both sides can gain (win-win) or a distributive struggle in which one side wins and the other loses (win-lose). Culture affects how people conduct negotiations, and the Chinese people can rely on a long civilizational tradition of both – highly refined integrative as well as smart and ruthless distributive negotiation styles. The coexistence of both styles may lead to ambiguous negotiation situations. The purpose of this study is to explore whether the relationship relevance influences the Chinese people’s choice of negotiation style. We investigated the research question by conducting ten in-depth interviews among European executives with long-term experience in China and analyzed the content of the transcripts by deductively building qualitative categories. The findings indicate that high relationship relevance influences the Chinese negotiation style towards a more collaborative integrative approach. By focusing on the relationship aspect of negotiations, we aim to contribute towards better understanding in an under researched field of relationship’s impact on negotiation.

The Impact of Culture on Business Negotiation Styles: A Comparative Study between Bangladesh and China

The People’s Republic of Bangladesh is an emerging and booming trade partner with different countries especially with the People’s Republic of China. China achieved a double-digit GDP which is a remarkable economic record or milestone. A long-term win-win business relationship between Bangladesh and China is being sustained and through this relationship a significant number of business dealings have been made each and every year. One of the greatest challenges that Bangladeshi and Chinese business executives are facing in international business is effective communication with their counterparts during the negotiations. This study aims at investigating the impact of culture in negotiation styles – accommodation, collaboration, competition, compromise and withdrawal. Business executives were the targeted population for this study. About 50 business executives from Bangladesh and 40 Chinese business executives working in Bangladesh were selected for the study. Data has been analyzed by SPSS software. The finding shows that both groups have international business experiences and have completed successful negotiations before. Accommodation, competition, and withdrawal negotiation styles are affected by culture and other two styles – compromise and collaboration – are not affected by culture. Hofstede’s cultural dimension index also supports these hypotheses. The findings of this study will help both Chinese and Bangladeshi business executives to achieve successful negotiations.

Personality Traits and Negotiation Style Effects on Negotiators' Perceptions in a Web-Based Negotiation

This article investigates the relationship between the prior knowledge of someone's personality traits and negotiation styles in negotiations supported by web-based negotiation support system (NSS) and the negotiator's perception of the usefulness of NSS, ease of use of communication mechanisms, and outcome satisfaction. A distributive negotiation problem between dyads was proposed for participants. The dyadic analyses were performed using the actor-partner interdependence model. As a result, the analyses found significant effects of prior knowledge of information about personality traits and negotiation styles on the negotiator's perception (actor effects) of the usefulness and ease of use of communication mechanisms, and an indirect effect on outcome satisfaction. Significant effects were also found in the relationship between the opponents' perceptions (partner effects) on ease of use of communication mechanisms and prior knowledge about personality traits and negotiation styles, as well as their effects on outcome satisfaction.

Türk ve Amerikan Yöneticilerin İş Müzakere Tarzlarındaki Farklılıklar Üzerine Bir Araştırma

It is a well-proven evidence that national cultures of international business managers affect their negotiation styles. There are also cross-national studies suggesting that Turkish and American cultures have unique characteristics and differ in many ways. Combining these two premises, this research compares the key negotiation tendencies of 108 Turkish and American managers who have been somewhat involved in business negotiations on behalf of their organizations. Data was obtained through quantitative ranking style questionnaires and interviews administrated in the California State of America and major cities in Turkey. In the qualitative part, utilizing the mutual assessments of experienced Turkish negotiators on American negotiation styles and vice versa, the study gives insights into the debate on the determinants of cross-cultural business negotiations in the case of these two distinct cultures. Results from the independent-samples t-test which compared the means of quantitative scores reveal that although the negotiation styles of Turkish and American managers working for fully-domestic businesses differ significantly, both American and Turkish managers of multinational businesses tend to use similar negotiation styles. Coherently, some qualitative assessments were also found supporting the convergence trajectory towards cultureindependent ‘common’ principles in international business and cooperation negotiations.