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Negotiating Globally : How to Negotiate Deals, Resolve Disputes, and Make Decisions Across Cultural Boundaries.

Author: Jeanne M Brett
Publisher: Hoboken : Wiley, 2014.
Edition/Format:   eBook : Document : English : 3rd edView all editions and formats
Summary:
A framework for anticipating and managing cultural differences at the negotiating table In today's global environment, negotiators who understand cultural differences and negotiation fundamentals have a decided advantage at the bargaining table. This thoroughly revised and updated edition of Negotiating Globally explains how culture affects negotiators' assumptions about when and how to negotiate, their interests  Read more...
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Genre/Form: Electronic books
Cross-cultural studies
Additional Physical Format: Print version:
Brett, Jeanne M.
Negotiating Globally : How to Negotiate Deals, Resolve Disputes, and Make Decisions Across Cultural Boundaries.
Hoboken : Wiley, ©2014
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Jeanne M Brett
ISBN: 9781118611586 1118611586
OCLC Number: 874321147
Notes: Negotiating to Integrate Information and Reach Decisions.
Description: 1 online resource (320 pages)
Contents: Cover; The Jossey-Bass Business & Management Series; Title page; Copyright page; Contents; Dedication; Preface; Researching Culture and Negotiations; The Plan of the Book; New in This Edition; Handling Terms; Acknowledgments; The Author; 1: Negotiation Basics; Contexts for Negotiation; Deal Making; Conflict Management and Dispute Resolution; Multiparty Negotiation and Team Decision Making; Social Dilemmas; Negotiations Between Governments and Foreign Direct Investors; From Contexts to Planning; Five Building Blocks of a Negotiation Strategy; Parties; Issues. Positions, Interests, and PrioritiesPower: BATNAs and Reservation Prices; Targets; Combining Fundamentals; The Negotiation Planning Document; From Planning to Evaluating Agreements; Evaluating Potential Agreements; Moving on to Culture; 2: Culture and Negotiation; What Is Culture?; Three Prototypes: Dignity, Face, and Honor Cultures; Dignity Cultures; Face Cultures; Honor Cultures; The Value of This Three-Culture Framework; A Model of Intercultural Negotiation; Environment of the Global Negotiation; Planning for Culture's Effects; Walmart in South Africa; Moving on to Strategy. 3: Culture and Strategy for Negotiating DealsDeal-Making Negotiation Strategy; The Q & A Strategy; The S & O Strategy; Culture and Negotiation Strategy; Why and Where Is Trust Likely in Negotiations?; Summing Up Trust and Negotiation Strategy; S & O Strategy and the Holistic Mindset; Summing Up Mindset and Negotiation Strategy; A Model of Negotiation Strategy; Advice for Deal-Making Negotiations; When Trust Is Likely-Use Q & A; When Trust Is Unlikely-Use S & O; MESOs; Contingent Contracts; Using Substantiation; Summing Up Strategy for Deal-Making Negotiations; Intercultural Negotiations. Strategic Misalignment Between Intercultural NegotiatorsHigh Joint Gains May Be Possible; Advice for Negotiating Interculturally; Moving on to Resolving Disputes; 4: Resolving Disputes; The Difference Between Negotiating Deals and Resolving Disputes; BATNAs Are Linked; Minimizing Costs; Emotions; Conflict and Confrontation in Dignity, Face, and Honor Cultures; Conflict and Confrontation in Dignity Cultures; Conflict and Confrontation in Face Cultures; Conflict and Confrontation in Honor Cultures; Interests, Rights, and Power: Three Strategic Approaches to Resolving Disputes; Interests; Rights. PowerHow to Start a Dispute Resolution Negotiation; How to Change the Focus from Rights or Power to Interests; Using Third Parties in Dispute Resolution; Third Parties with Authority; Third Parties Without Authority; Excellent Dispute Resolvers; 5: Negotiating in Teams; Managing Procedural Conflict in Teams; Three Models of Teamwork; Subgroup Dominant Teamwork; Hybrid Teamwork; Fusion Teamwork; Using Negotiation Strategy to Manage Task Conflict and Make Decisions in Teams; Using Negotiation Concepts to Evaluate Team Decisions; Generating Information in Teams.

Abstract:

A framework for anticipating and managing cultural differences at the negotiating table In today's global environment, negotiators who understand cultural differences and negotiation fundamentals have a decided advantage at the bargaining table. This thoroughly revised and updated edition of Negotiating Globally explains how culture affects negotiators' assumptions about when and how to negotiate, their interests and priorities, and their strategies. It explains how confrontation, motivation, influence, and information strategies shift due to culture. It provides strategic advi.

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