Negotiation: Moving From Conflict to Agreement helps students see how negotiation is all around them. Using every day and business examples, authors Kevin W. Rockmann, Claus W. Langfred, and Matthew A. Cronin explain how to negotiate with an emphasis on when and why to use certain tactics and approach. Focusing on the psychology of negotiation levers such as reciprocity, uncertainty, power, and alternatives, the text helps students understand all the ways they can negotiate to create value. Packed with practical advice, integrated coverage of ethics, cases, and role-playing exercises, this…mehr
Negotiation: Moving From Conflict to Agreement helps students see how negotiation is all around them. Using every day and business examples, authors Kevin W. Rockmann, Claus W. Langfred, and Matthew A. Cronin explain how to negotiate with an emphasis on when and why to use certain tactics and approach. Focusing on the psychology of negotiation levers such as reciprocity, uncertainty, power, and alternatives, the text helps students understand all the ways they can negotiate to create value. Packed with practical advice, integrated coverage of ethics, cases, and role-playing exercises, this compelling new text takes an applied approach to negotiation, allowing students to gain confidence and experience as they practice honing their own negotiation skills.
Included with this title:
The password-protected Instructor Resource Site (formally known as SAGE Edge) offers access to all text-specific resources, including a test bank and editable, chapter-specific PowerPoint® slides.
Kevin W. Rockmann is professor of management at the George Mason School of Business. His primary research area is psychological attachment and relationship formation and as such is particularly interested in theories of identity, social exchange, and motivation. In addition to doing lab research, he studies distributed, virtual, on-demand, and other nontraditional work contexts. His research has appeared in Academy of Management Review, Academy of Management Journal, Academy of Management Annals, Journal of Applied Psychology, Organization Behavior and Human Decision Processes, Academy of Management Discoveries, and Academy of Management Proceedings, among other outlets. His research has also been covered by Time, the New York Times, NPR, Forbes, and the Chicago Tribune. He designed and has taught MBA and undergraduate negotiation courses for 15 years and in the process has won six separate teaching awards. He currently serves on the editorial boards of Academy of Management Journal, Academy of Management Review, and Administrative Science Quarterly.
Inhaltsangabe
Preface Acknowledgments About the Authors SECTION I - INTRODUCTION TO NEGOTIATION CHAPTER 1 - How to Think About Negotiation What Is a Negotiation, and Why Do We Negotiate? Common Mistakes Made When Negotiating Chapter Review CHAPTER 2 - Negotiation Fundamentals Approaches to Negotiation The Basics of Negotiation Preparing for the Ethics of Negotiation Chapter Review CHAPTER 3 - Planning to Negotiate Introduction to Negotiation Planning Thinking About Planning Information Gathering Building a Negotiation Plan Making a Planning Worksheet Ethical Considerations Chapter Review SECTION II - NEGOTIATION LEVERS CHAPTER 4 - Reciprocity Introduction to Reciprocity Negotiation Tactics Benefits to Leveraging Reciprocity Costs to Leveraging Reciprocity Ethical Considerations Chapter Review SUPPLEMENT A - The Stages of Negotiation CHAPTER 5 - Intangible Interests Introduction to Intangible Interests Negotiation Tactics Benefits to Leveraging Intangible Interests Costs to Leveraging Intangible Interests Ethical Considerations Chapter Review SUPPLEMENT B - Negotiation and Technology CHAPTER 6 - Relationships Introduction to Relationships Negotiating Tactics Benefits to Leveraging Relationships Costs to Leveraging Relationships Ethical Considerations Chapter Review SUPPLEMENT C - Negotiating With More Than One Person CHAPTER 7 - Uncertainty Introduction to Uncertainty Negotiation Tactics Benefits to Leveraging Uncertainty Costs to Leveraging Uncertainty Ethical Considerations Chapter Review SUPPLEMENT D - Mediation and Arbitration CHAPTER 8 - Formal Power Introduction to Formal Power Negotiation Tactics Benefits to Leveraging Formal Power Costs to Leveraging Formal Power Ethical Considerations Chapter Review SUPPLEMENT E - "Hardball" Tactics of Negotiation CHAPTER 9 - Alternatives Introduction to Alternatives Negotiation Tactics Benefits to Leveraging Alternatives Costs to Leveraging Alternatives Ethical Considerations Chapter Review SUPPLEMENT F - Resource and Time Constraints CHAPTER 10 - Persistence and Goals Introduction to Persistence and Goals Negotiation Tactics Benefits to Leveraging Persistence Costs to Leveraging Persistence Ethical Considerations Chapter Review SECTION III - MANAGING YOUR NEGOTIATION CHAPTER 11 - Individual Differences Gender and Sex Differences Personality Emotions Differences in Negotiation Ability Ethical Considerations Chapter Review CHAPTER 12 - Culture Culture as Context Defining Culture Dimensions of Culture Implications of Cultural Differences Culture and Emotion Local, Organizational, and Team Cultures Advice for Cross-Cultural Negotiations Ethical Considerations Chapter Review Appendix 1: Mini Cases Appendix 2: Elqui Terra Case Appendix 3: Job Negotiations Glossary Notes Index
Preface Acknowledgments About the Authors SECTION I - INTRODUCTION TO NEGOTIATION CHAPTER 1 - How to Think About Negotiation What Is a Negotiation, and Why Do We Negotiate? Common Mistakes Made When Negotiating Chapter Review CHAPTER 2 - Negotiation Fundamentals Approaches to Negotiation The Basics of Negotiation Preparing for the Ethics of Negotiation Chapter Review CHAPTER 3 - Planning to Negotiate Introduction to Negotiation Planning Thinking About Planning Information Gathering Building a Negotiation Plan Making a Planning Worksheet Ethical Considerations Chapter Review SECTION II - NEGOTIATION LEVERS CHAPTER 4 - Reciprocity Introduction to Reciprocity Negotiation Tactics Benefits to Leveraging Reciprocity Costs to Leveraging Reciprocity Ethical Considerations Chapter Review SUPPLEMENT A - The Stages of Negotiation CHAPTER 5 - Intangible Interests Introduction to Intangible Interests Negotiation Tactics Benefits to Leveraging Intangible Interests Costs to Leveraging Intangible Interests Ethical Considerations Chapter Review SUPPLEMENT B - Negotiation and Technology CHAPTER 6 - Relationships Introduction to Relationships Negotiating Tactics Benefits to Leveraging Relationships Costs to Leveraging Relationships Ethical Considerations Chapter Review SUPPLEMENT C - Negotiating With More Than One Person CHAPTER 7 - Uncertainty Introduction to Uncertainty Negotiation Tactics Benefits to Leveraging Uncertainty Costs to Leveraging Uncertainty Ethical Considerations Chapter Review SUPPLEMENT D - Mediation and Arbitration CHAPTER 8 - Formal Power Introduction to Formal Power Negotiation Tactics Benefits to Leveraging Formal Power Costs to Leveraging Formal Power Ethical Considerations Chapter Review SUPPLEMENT E - "Hardball" Tactics of Negotiation CHAPTER 9 - Alternatives Introduction to Alternatives Negotiation Tactics Benefits to Leveraging Alternatives Costs to Leveraging Alternatives Ethical Considerations Chapter Review SUPPLEMENT F - Resource and Time Constraints CHAPTER 10 - Persistence and Goals Introduction to Persistence and Goals Negotiation Tactics Benefits to Leveraging Persistence Costs to Leveraging Persistence Ethical Considerations Chapter Review SECTION III - MANAGING YOUR NEGOTIATION CHAPTER 11 - Individual Differences Gender and Sex Differences Personality Emotions Differences in Negotiation Ability Ethical Considerations Chapter Review CHAPTER 12 - Culture Culture as Context Defining Culture Dimensions of Culture Implications of Cultural Differences Culture and Emotion Local, Organizational, and Team Cultures Advice for Cross-Cultural Negotiations Ethical Considerations Chapter Review Appendix 1: Mini Cases Appendix 2: Elqui Terra Case Appendix 3: Job Negotiations Glossary Notes Index
Rezensionen
"By focusing on the experience of negotiating, the authors break down the artificial barrier between integrative and distributive negotiation. Focusing instead on what negotiators do, that is, understanding and convincing, students will gain deep insight into the processes of negotiation and how to put that knowledge to use."
Laurie R. Weingart
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