Thesis (Ph. D.)--Ohio State University, 1992. / Vita. Includes bibliographical references (leaves 242-257).

Thesis (Ph. D.)--University of Wisconsin--Madison, 2007. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

The use of psychology to study influence has mainly escaped the attention of negotiation researchers. Seen as combining the theories of cultural negotiation with that of negotiation and social influence, this study builds on previous research by Malhotra and Bazerman, (2008) and complements that body of work by demonstrating the cognitive perceptions of cultural and gender bias and the influence phenomenon on the negotiation process - an indirect contact on intergroup attitudes and perceptions. Indirect contact includes the influence on the negotiation process of (a) cultural bias: learning about the groups’ attitudes towards projects of targeted stereotype groups, (b) gender bias: exploring each gender’s perceptions of their own ability to negotiate and testing the genders’ perceptions about the opposite gender’s ability to negotiate, and (c) gender power: testing the perceptions of physical attraction on the negotiation process when dealing with the opposite sex. This study proposes a pragmatic guide to business leaders and finds evidence that business leaders may safely and confidently apply less significance to the literature on influence in the context of cultural and gender bias, and may rather apply more significance to the influence of attribution bias by reducing stereotype endorsement, prejudice, and even discrimination relating to decision-making in influencing the negotiation process. / Dissertation (MBA)--University of Pretoria, 2013. / pagibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

The success of international business depends on effective negotiations. Such negotiations do no happen in a vacuum, but usually in a specific environment that includes; time, surrounding, place, culture and people. The business environmental setting includes legal and political pluralism, currency fluctuations, foreign exchange, foreign government controls, bureaucracy, instability, change, ideological and cultural differences, as well as the influence of external stakeholders. These business negotiations environments can influence the behaviour of negotiation in global firms, impacting firms internationally. The reasons to negotiate on an international level may include considerations such as: choice of venue, culture to observe; and the outcome of the negotiation process. The aim of this study was to determine the influence of the international marketing environment, awareness of negotiation skill, interest groups and negotiation atmosphere on behaviour of marketers in a global firm. The study assessed the impact of negotiation behaviour on business agreements based on trust and certainty and level of commitment. The purpose of the study was to gauge the impact of negotiations behaviour pertaining to failure of business negotiations in Tanzania. In addition, the study endeavoured to determine the impact of environmental variables on the negotiation behaviour of marketers. The questionnaires used in the study comprised seven variables with statements linked to a five-point Likert-type interval scale varying from “strongly agree” to “strongly disagree. Self-administered questionnaires were used for data collection from global firms’ marketers and their management representatives; 323 questionnaires were collected from respondents. This study contributed to the literature on negotiation behaviour in a global firm and the perceptions of such global marketers in Tanzania. Many international companies in Tanzania find it difficult to formulate and implement a comprehensive business strategy; therefore, this study intends to equip international business managers with the leadership skills required. Based on the findings of this study, the negotiators and government are expected to play a major role in business negotiations to promote effective trade agreements despite limitations of political influence in the negotiation process. Political stability in a country enhances foreign business which in turn improves negotiation behaviour. A just legal system, with clear and unambiguous business guidelines and policies would benefit and promote local businesses and government representatives and negotiators in respect of international business negotiation behaviour. Reasonable tax and interest rates and fair business policies should improve international trade negotiations and business practices. In order to conduct successful international negotiations aspects such as culture, language differences, customs and traditions are important and should enjoy high priority. Aspects such as these mentioned influence the conducting and atmosphere and outcome of negotiations. The study reveals that the use of specialists and interpreters are imperative to guarantee understanding and successful outcomes. According to the findings negotiators should possess good negotiating skills to be able to steer the negotiation process through the different phases of negotiation that requires different negotiating skills at each stage of negotiation. It is clear that to have successful win-win negotiation outcomes the leading negotiator should put together a good team, with expert knowledge of product or conditions and negotiating skill, as well as possessing the attributes mentioned in the previous paragraph. The negotiator should also be able to determine authority limits, patience and observe negotiation ethics. No team disagreements concerning the business/project matters should be aired in front of counterparts during negotiations and professional conduct must prevail at all times. The findings of the study indicated that awareness of the practice of offering concessions regarding government tariff laws and price discounts that is in line with traditions in Tanzania. Concessions should not be made until all issues have been discussed, to avoid granting unnecessary benefits during negotiation that might be interpreted as bribery. This study concluded that it is important that marketers meet the requirements of business practices by sharing clear guidelines and policies regarding business practices, as this will lead to fruitful decisions. It was also found that negotiation behaviour improves when negotiators are willing to share information and agree that all communication must be in writing; marketers are more comfortable when there is a clear understanding of matters agreed upon, the choice of trading partners and that all trading agreements are written and a contract signed by all the parties, including governments where necessary. Marketers’ intentions are derived from the common interests of both parties and the negotiations should always take place in avenue that is suitable to both parties, conducted in fairness and offers must be reasonable and attainable with a positive outcome as the ultimate aim for both parties. This study reveals that negotiators insist on the use an agent or agents and sub-contractors to ensure mutually beneficial strategic business partnerships. However, when the role of the interest groups is explained to all participants, negotiation behaviour improves. It can also be concluded that negotiators allow interest groups to participate as team leaders and their number should be equal to the number of foreign negotiators, to ensure that marketers feel more at ease and comfortable to participate. An atmosphere based on bargaining power exerts a positive influence on the level of commitment among negotiating partners; and can be a predictor of the range of agreement as well as shape limits and priorities among dimensions of rivalry. However, it is important for marketers to express willingness to accept the terms of their counterpart’s bargaining zone regardless of non-profitable quotas at stake; identify areas of bargaining from foreign traders even if they are not attractive enough for local traders and are comfortable with the counterparts’ bargaining zone regarding fixed rates on exporting and importing quotas between trading partners to build trust among negotiators. In conclusion, it was found that negotiation behaviour has a positive influence on the level of commitment of trading partners. A positive business relationship is created on trust and a high-level of commitment which should be of great satisfaction to negotiating parties for future prospective negotiations.

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This thesis is a review of relevant literature on business negotiation between Japanese and American and an analysis of cultural differences in negotiation from an intercultural perspective. The following four key issues are explored and analyzed with intercultural communication concepts: 1. major differences in approaches to the process of business negotiation between the United States and Japan; 2. potential friction between Japanese and Americans in business negotiation that is attributable to Japanese and American cultural differences; 3. the applicability and usefulness of an intercultural perspective in enhancing business negotiation skills; and 4. main factors affecting the use of an intercultural perspective in cross-cultural business negotiation and the degree to which they are manifested in the u.s.-Japan business negotiations.

published_or_final_version / Business / Doctoral / Doctor of Philosophy

published_or_final_version / abstract / toc / Industrial and Manufacturing Systems Engineering / Master / Master of Philosophy

by Tang Wai-man. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2001. / Includes bibliographical references (leaves 80-85). / Abstracts in English and Chinese. / List of Figures --- p.vii / List of Tables --- p.viii / Chapter CHAPTER1 --- INTRODUCTION --- p.1 / Chapter 1.1 --- E-commerce in Real Estate --- p.2 / Chapter 1.2 --- Need for Negotiation Supports --- p.3 / Chapter 1.3 --- Need for Real-time Information --- p.4 / Chapter 1.4 --- Motivation and Research Contributions --- p.4 / Chapter 1.5 --- Organization of the Thesis --- p.5 / Chapter CHAPTER2 --- LITERATURE REVIEW --- p.7 / Chapter 2.1 --- Electronic Markets --- p.8 / Chapter 2.1.1 --- Classifications --- p.8 / Chapter 2.1.2 --- Evolution of market systems --- p.9 / Chapter 2.1.3 --- Future trends --- p.21 / Chapter 2.2 --- The Middlemen --- p.12 / Chapter 2.2.1 --- Middlemen for HK property market --- p.14 / Chapter 2.2.2 --- Information transparency and efficiency --- p.14 / Chapter 2.2.3 --- Impacts of IT to the middlemen --- p.15 / Chapter 2.3 --- Negotiation Support Systems --- p.16 / Chapter CHAPTER3 --- TRANSACTION PROCESS --- p.18 / Chapter 3.1 --- Preparation --- p.19 / Chapter 3.2 --- Negotiation --- p.20 / Chapter 3.2.1 --- Evaluation --- p.21 / Chapter 3.2.2 --- Adjustment --- p.22 / Chapter 3.2.3 --- Concession --- p.22 / Chapter 3.3 --- Termination --- p.23 / Chapter CHAPTER4 --- MODEL OF NEGOTIATION --- p.26 / Chapter 4.1 --- Negotiation Process --- p.26 / Chapter 4.2 --- Direct Negotiation Without a Middleman --- p.28 / Chapter 4.3 --- Two-Stage Negotiation Approach --- p.29 / Chapter 4.4 --- Property Matching --- p.30 / Chapter 4.4.1 --- Principles --- p.30 / Chapter 4.4.2 --- Process --- p.32 / Chapter 4.4.3 --- Utility function --- p.34 / Chapter 4.5 --- Rating of Counteroffer --- p.38 / Chapter 4.6 --- Recommendation Price --- p.41 / Chapter CHAPTER5 --- INFORMATION NEEDED FOR NEGOTIATION --- p.42 / Chapter 5.1 --- Textual information --- p.43 / Chapter 5.2 --- Numeric data --- p.44 / Chapter 5.3 --- Signalling --- p.45 / Chapter CHAPTER6 --- SYSTEM --- p.47 / Chapter 6.1 --- System Design --- p.47 / Chapter 6.2 --- Overview of the Transaction Process --- p.48 / Chapter 6.2.1 --- Preparation --- p.48 / Chapter 6.2.2 --- Negotiation --- p.49 / Chapter 6.2.3 --- Termination --- p.57 / Chapter 6.3 --- Functionality --- p.52 / Chapter 6.3.1 --- Price Trend --- p.52 / Chapter 6.3.2 --- News --- p.52 / Chapter 6.3.3 --- Property Listing --- p.53 / Chapter 6.3.4 --- Property Searching --- p.53 / Chapter 6.3.5 --- My Property --- p.54 / Chapter 6.3.6 --- Alert --- p.54 / Chapter 6.3.7 --- Negotiation --- p.55 / Chapter CHAPTER7 --- EXPERIMENT AND RESEARCH FINDINGS/EVALUATION --- p.58 / Chapter 7.1 --- Objectives --- p.58 / Chapter 7.2 --- Design of the Experiment --- p.60 / Chapter 7.3 --- Overview of the Experiment --- p.61 / Chapter 7.4 --- Results and Findings --- p.62 / Chapter CHAPTER8 --- CONCLUSIONS AND FUTURE WORKS --- p.65 / Chapter 8.1 --- Conclusions --- p.65 / Chapter 8.2 --- Future Works --- p.67 / APPENDIX A ALGORITHM FOR PROPERTY MATCHING --- p.69 / APPENDIX B1 PRICE TREND --- p.70 / APPENDIX B2 READING AND SENDING NEWS ARTICLES --- p.71 / APPENDIX B3 PROPERTY LISTING --- p.72 / APPENDIX B4 PROPERTY SEARCHING --- p.73 / APPENDIX B5 SEARCHING RESULT --- p.74 / APPENDIX B6 MY PROPERTY --- p.75 / APPENDIX B7 SYSTEM ALERT --- p.76 / APPENDIX B8 ONGOING NEGOTIATIONS --- p.77 / APPENDIX B9 TERMINATED NEGOTIATIONS --- p.78 / APPENDIX B10 SIGNALLING --- p.79 / BIBLIOGRAPHY --- p.80

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