Efnisyfirlit

• 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 Priorities
    • Power: 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 Deals
  • Deal-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 Negotiators
    • High 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
    • Power
  • How 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
    • Negotiating to Integrate Information and Reach Decisions
  • Minimizing and Managing Interpersonal Conflict
    • Minimizing Interpersonal Conflict
    • Managing Interpersonal Conflict Constructively
  • Skills, Motivation, and Environments
    • Skills
    • Motivation
    • Environments
  • Teams Need Guidance
• 6: Social Dilemmas
  • Prisoner’s Dilemmas and Social Dilemmas
  • Competitive Dilemmas
    • Legal Cartels
    • Illegal Cartels
    • Cooperation Among Competitors That Comes in Under the Law
  • Cooperative Dilemmas
    • Taking Dilemmas
    • Contributing Dilemmas
    • Using Negotiation Strategy to Generate Cooperation in Taking and Contributing Social Dilemmas
  • Negotiating Individual and Collective Interests in Social Dilemmas
• 7: Negotiations Between Governments and Foreign Direct Investors
  • Investors and Governments’ Interests in FDI
    • FDI Interests
    • What Governments Want from FDI
    • Identifying Governments’ Vulnerabilities and Interests
  • Predictable Challenges to Foreign Direct Investment
    • Rule of Law: Legal Interests and Risks
    • Corruption
    • Bureaucracy
    • Keeping Your Employees Safe in Global Assignments
    • Avoiding Human Rights Abuses
  • Unpredictable Challenges
    • Expropriation
    • Currency Fluctuations and Economic Instability
    • Ripple Effects
  • Negotiating Globally with Government
• 8: Will the World Adjust, or Must You?
  • Why Not to Expect a Global Negotiation Culture Based on the Dignity Model
  • Toward Becoming a More Effective Global Negotiator
    • Deals, Accommodation, and Safeguards for Dignity Negotiators
    • Resolving Disputes in Direct- and Indirect-Confrontation Cultures
    • Using Negotiation Strategy to Make Team and Multiparty Decisions
    • Generating Cooperation in Social Dilemmas
    • Avoiding the Pitfalls of Foreign Direct Investment
  • Why Me?
  • Excellent Global Negotiators
• Notes
• Glossary
• Name Index
• Subject Index

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