Negotiation:
Saved in:
| Main Authors: | , , |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Boston [u.a.]
Irwin McGraw-Hill
1999
|
| Edition: | 3. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Literaturverz. S. 478 - 516 |
| Physical Description: | XVI, 528 S. Ill., graph. Darst. |
| ISBN: | 0256208328 |
Staff View
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Record in the Search Index
| _version_ | 1804135911627161600 |
|---|---|
| adam_text | Contents in Brief
Part I: Negotiation Fundamentals 1
1 • 1 The Nature of Negotiation 3
1 • 2 Negotiation: Framing, Strategizing, and Planning 29
1 • 3 Strategy and Tactics of Distributive Bargaining 70
1 • 4 Strategy and Tactics of Integrative Negotiation 107
Part II: Negotiation Subprocesses 139
2*5 Communication, Perception, and Cognitive Biases 141
2*6 Finding and Using Negotiation Leverage 175
2 7 Ethics in Negotiation 219
Part III: Negotiation Contexts 265
3 • 8 The Social Context of Negotiation 267
3 • 9 Multiparty Negotiations: Coalitions and Groups 315
3 • 10 Individual Differences 353
3 • 11 Global Negotiation 379
Part IV: Negotiation Remedies 407
4*12 Managing Difficult Negotiations: Individual Approaches 409
4*13 Managing Difficult Negotiations: Third Party Approaches 445
Bibliography 478
Index 517
ix
Contents
PART I NEGOTIATION FUNDAMENTALS
1 The Nature of Negotiation 3
Joe and Sue Carter
Introduction
Characteristics of a Negotiation or Bargaining Situation
Interdependence
Mutual Adjustment
Interdependence and Perceptions
Conflict
Definitions. Levels of Conflict. Functions and Dysfunctions of Conflict. Factors
That Make Conflict Difficult to Manage.
Conflict Management
Approaches by the Parties Themselves. Approaches by Other Parties. Summary.
Overview of the Chapters in This Book
2 Negotiation: Framing, Strategizing, and Planning 29
Framing the Problem—the Process of Defining What s Important
Why Frames Are Critical to Understanding Strategy. Major Approaches to
Understanding Frames. Frames as a Process of Issue Development.
Goals—the Objectives That Drive a Negotiation Strategy
Simultaneous Development of Goals and Frames. Direct Effects of Goals on
Choice of Strategy. Indirect Effects of Goals on Choice of Strategy.
Strategy—the Overall Plan to Achieve One s Goals
Strategy, Tactics, or Planning? Strategic Options—Vehicles for Achieving Goals.
Understanding the Flow of Negotiations: Stages and Phases
Phase Models of Negotiation.
Getting Ready to Implement the Strategy: The Planning Process
Understanding the Need for Planning. Defining the Issues. Assembling Issues
and Defining the Bargaining Mix. Defining Your Interests. Consulting with
Others. Assessing the Other s Priorities. Knowing Your Limits. Setting Targets.
Developing Supporting Arguments—Research. Analyzing the Other Party.
Summary on the Planning Process.
Chapter Summary
xi
xii Contents
3 Strategy and Tactics of Distributive Bargaining 70
The Distributive Bargaining Situation
The Role of Alternatives to a Negotiated Agreement. Settlement Point.
Bargaining Mix.
Fundamental Strategies
Discovering the Other Party s Resistance Point. Influencing the Other Party s
Resistance Point.
Tactical Tasks
Assess Outcome Values and the Costs of Termination. Manage the Other Party s
Impressions. Modify the Other Party s Perceptions. Manipulate the Actual
Costs of Delay or Termination.
Positions Taken during Negotiation
Opening Offer. Opening Stance. Initial Concessions. Role of Concessions.
Pattern of Concession Making. Final Offer.
Commitment
Tactical Considerations in Using Commitments. Establishing a Commitment.
Preventing the Other Party from Committing Prematurely. Finding Ways to
Abandon a Committed Position.
Closing the Deal
Hardball Tactics
Dealing with Typical Hardball Tactics. Typical Hardball Tactics.
Summary
4 Strategy and Tactics of Integrative Negotiation 107
Introduction
What Makes Integrative Negotiation Different?
An Overview of the Integrative Negotiation Process
Creating a Free Flow of Information. Attempting to Understand the Other
Negotiator s Real Needs and Objectives. Emphasizing the Commonalities
between the Parties and Minimizing the Differences. Searching for Solutions
That Meet the Goals and Objectives of Both Sides.
Key Steps in the Integrative Negotiation Process
Identify and Define the Problem. Understand the Problem Fully—Identify Interests
and Needs. Generate Alternative Solutions. Evaluation and Selection of Alternatives.
Factors That Facilitate Successful Integrative Negotiation
Some Common Objective or Goal. Faith in One s Own Problem Solving Ability. A
Belief in the Validity of One s Own Position and the Other s Perspective. The
Motivation and Commitment to Work Together. Trust. Clear and Accurate
Communication. An Understanding of the Dynamics of Integrative Negotiation.
Summary.
Why Integrative Negotiation Is Difficult to Achieve
The History of the Relationship between the Parties. The Belief That an Issue
Can Only Be Resolved Distributively. The Mixed Motive Nature of Most
Negotiating Situations.
Summary
Contents xiii
PART II NEGOTIATION SUBPROCESSES
5 Communication, Perception, and Cognitive Biases 141
Communication in Negotiation
What Is Communicated during Negotiation?
How People Communicate in Negotiation
Phase Models of Communication in Negotiation
Perception and Negotiation
The Role of Perception. Perceptual Distortion in Negotiation. Framing.
Perceptual Error: A Summai~y.
Cognitive Biases in Negotiation
1. Irrational Escalation of Commitment. 2. Mythical Fixed Pie Beliefs.
3. Anchoring and Adjustment. 4. Framing. 5. Availability of Information.
6. The Winner s Curse. 7. Overconfidence. 8. The Law of Small Numbers.
9. Self serving Biases. 10. Ignoring Others Cognitions. 11. Reactive
Devaluation.
Managing Misperceptions and Cognitive Biases in Negotiation
Reframing
How to Improve Communication in Negotiation
The Use of Questions. Listening. Role Reversal.
Mood, Emotion, and Negotiation
Special Communication Considerations at the Close of Negotiations
Avoiding Fatal Mistakes. Achieving Closure.
Summary
6 Finding and Using Negotiation Leverage 175
Leverage as Advantage: Why Is Power Important to Negotiators?
A Definition of Power
Sources of Power—How People Acquire Power
Information and Expertise. Control over Resources. Power Derived from
Location in an Organizational Structure.
Managing Information Power: The Persuasion Process
Characteristics of Messages
Message Content. Message Structure. Persuasive Style: How to Pitch the
Message.
Characteristics of Sources
Source Credibility. Personal Attractiveness. Summary.
Characteristics of Receivers
Attending to the Other. Exploring or Ignoring the Other s Position. Resisting
the Other s Influence. Section Summary.
Context Factors
Reciprocity. Commitment. Social Proof. Use of Reward and Punishment.
Location in a Structure. Scarcity.
Chapter Summary
xiv Contents
7 Ethics in Negotiation 219
Why Do Negotiators Need to Know about Ethics?
What Are Ethics and Why Do They Apply to Negotiation?
What Are the Major Ethical Concerns That Apply to Negotiation?
End Result Ethics. Rule Ethics. Social Contract Ethics. Personalistic Ethics.
What Major Types of Ethical and Unethical Conduct Are Likely to Occur
in Negotiation?
The Range of Available Influence Tactics. Types of Tactics Viewed as Ethically
Problematic. Typologies of Deceptive Tactics. Intentions and Motives to Use
Deceptive Tactics. The Motivation to Behave Unethically. The Consequences of
Unethical Conduct. Explanations and Justifications.
What Factors Shape a Negotiator s Predisposition to Use Unethical Tactics?
Demographic Factors. Situational Influences on Unethical Conduct. Personality
Differences and Moral Development.
How Can Negotiators Deal with the Other Party s Use of Deception?
Chapter Summary
PART III NEGOTIATION CONTEXTS
8 The Social Context of Negotiation 267
The Number of Parties in a Negotiation
Negotiating within a Relationship between the Parties
The Adequacy of Past Theory and Research for Understanding Negotiation within
Relationships. Forms of Relationships. Negotiations in Communal Relationships.
Key Elements in Managing Negotiations within Relationships
Trust. Emotions. Justice. Summary.
The Agency Relationship: The Impact of the Larger Social Context
on Negotiator Behavior
Audiences: Team Members, Constituents, Bystanders, and Audiences. Tactical
Implications of Social Structure Dynamics: The Negotiator s Dilemma. Building
Relationships with Other Parties: Opponents and Constituents. Section Summary.
Chapter Summary
9 Multiparty Negotiations: Coalitions and Groups 315
Negotiations with More Than Two Negotiators
Negotiating Coalitions
Types of Coalitions. Understanding How and Why Coalitions Form.
Research on Coalitions
Coalition Inputs. Standards for Coalition Decision Making. Where Is the Strength
in Coalitions? Other Types of Coalition Situations. How Coalitions Form. Power
Revisited: Power in Coalitions. How to Build Coalitions: Some Practical Advice.
Contents xv
Multiparty Negotiations
Differences between Two Party Negotiations and Multiparty
Negotiations.
Managing Multiparty Negotiations
The Prenegotiation Phase. The Formal Negotiation Stage—Managing the Group
Process and Outcome. The Agreement Phase.
Chapter Summary
10 Individual Differences 353
Early Research on Personality and Negotiation
Differences in Negotiation Style and Approach. Creating Definitive Research
Tests of the Relationship between Personality Predispositions and Negotiation
Outcomes. Efforts to Reconceptualize the Inconclusive Nature of Previous
Findings.
Later Research on Personality and Negotiation
Conflict Management Style. Machiavellianism. Interpersonal Trust.
Perspective taking Ability. Self Efficacy. Self Monitoring. An Omnibus
Approach.
Sex, Gender, and Negotiation: New Approaches
Theoretical Approaches to Understanding Male and Female Negotiators.
Empirical Approaches to Understanding Male and Female Negotiators.
The Behavioral Approach
Closing Comments.
Chapter Summary
11 Global Negotiation 379
The American Negotiating Style
Not Everyone Negotiates Like Americans!
What Makes Cross Border Negotiations Different?
Environmental Context. Immediate Context.
How Do We Explain Global Negotiation Outcomes?
Hofstede s Dimensions of Culture
Power Distance. Individualism/Collectivism. Masculinini Femininity.
Uncertainty Avoidance.
Conceptualizing Culture and Negotiation
Culture as Learned Behavior. Culture as Shared Values. Culture as Dialectic.
Culture in Context.
How Do Cultural Differences Influence Negotiations?
Culturally Responsive Negotiation Strategies
Low Familiarity. Moderate Familiarity. High Familiarity.
Chapter Summary
xvi Contents
PART IV NEGOTIATION REMEDIES
12 Managing Difficult Negotiations: Individual Approaches 409
Introduction
Impasse s Antecedents: Entrenchment and Intractability
What Causes Contentious Negotiation Behavior? Getting Mad, Getting Even.
Social Comparisons and Contrasts. General Remedies. Reducing Tension and
Synchronizing De escalation. Improving the Accuracy of Communication.
Controlling Issues. Establishing Commonalities. Making Preferred Options
More Desirable to the Other Party. Section Summary.
Unintended Impasses: Collaborative Shortfalls
The Remedial Power of Integrative Processes. Faulty Group Process. Time
Constraints and Deadlines. Generation of Creative Alternatives. Mismatched
Models: Intentional and Otherwise. Responding to the Other Side s Dirty Tricks.
Responding When the Other Side Has More Power. The Special Problem of
Handling Ultimatums. Responding When the Other Side Is Being Difficult.
Coping with Different Negotiators: A Summary.
Chapter Summary
13 Managing Difficult Negotiations: Third Party Approaches 445
Adding Third Parties to the Two Party Negotiation Process
Benefits and Liabilities of Third Party Intervention. When Is Third Party
Involvement Appropriate? Which Type of Intervention Is Appropriate?
Formal Intervention Methods
Arbitration. Mediation. The Downside of Arbitration and Mediation. Process
Consultation.
Informal Intervention Methods
Which Approach Is More Effective?
Dispute Resolution Systems: When the Organization Is the Third Party
Summary
Bibliography 478
Index 517
|
| adam_txt |
Contents in Brief
Part I: Negotiation Fundamentals 1
1 • 1 The Nature of Negotiation 3
1 • 2 Negotiation: Framing, Strategizing, and Planning 29
1 • 3 Strategy and Tactics of Distributive Bargaining 70
1 • 4 Strategy and Tactics of Integrative Negotiation 107
Part II: Negotiation Subprocesses 139
2*5 Communication, Perception, and Cognitive Biases 141
2*6 Finding and Using Negotiation Leverage 175
2 7 Ethics in Negotiation 219
Part III: Negotiation Contexts 265
3 • 8 The Social Context of Negotiation 267
3 • 9 Multiparty Negotiations: Coalitions and Groups 315
3 • 10 Individual Differences 353
3 • 11 Global Negotiation 379
Part IV: Negotiation Remedies 407
4*12 Managing Difficult Negotiations: Individual Approaches 409
4*13 Managing Difficult Negotiations: Third Party Approaches 445
Bibliography 478
Index 517
ix
Contents
PART I NEGOTIATION FUNDAMENTALS
1 The Nature of Negotiation 3
Joe and Sue Carter
Introduction
Characteristics of a Negotiation or Bargaining Situation
Interdependence
Mutual Adjustment
Interdependence and Perceptions
Conflict
Definitions. Levels of Conflict. Functions and Dysfunctions of Conflict. Factors
That Make Conflict Difficult to Manage.
Conflict Management
Approaches by the Parties Themselves. Approaches by Other Parties. Summary.
Overview of the Chapters in This Book
2 Negotiation: Framing, Strategizing, and Planning 29
Framing the Problem—the Process of Defining What's Important
Why Frames Are Critical to Understanding Strategy. Major Approaches to
Understanding Frames. Frames as a Process of Issue Development.
Goals—the Objectives That Drive a Negotiation Strategy
Simultaneous Development of Goals and Frames. Direct Effects of Goals on
Choice of Strategy. Indirect Effects of Goals on Choice of Strategy.
Strategy—the Overall Plan to Achieve One's Goals
Strategy, Tactics, or Planning? Strategic Options—Vehicles for Achieving Goals.
Understanding the Flow of Negotiations: Stages and Phases
Phase Models of Negotiation.
Getting Ready to Implement the Strategy: The Planning Process
Understanding the Need for Planning. Defining the Issues. Assembling Issues
and Defining the Bargaining Mix. Defining Your Interests. Consulting with
Others. Assessing the Other's Priorities. Knowing Your Limits. Setting Targets.
Developing Supporting Arguments—Research. Analyzing the Other Party.
Summary on the Planning Process.
Chapter Summary
xi
xii Contents
3 Strategy and Tactics of Distributive Bargaining 70
The Distributive Bargaining Situation
The Role of Alternatives to a Negotiated Agreement. Settlement Point.
Bargaining Mix.
Fundamental Strategies
Discovering the Other Party's Resistance Point. Influencing the Other Party's
Resistance Point.
Tactical Tasks
Assess Outcome Values and the Costs of Termination. Manage the Other Party's
Impressions. Modify the Other Party's Perceptions. Manipulate the Actual
Costs of Delay or Termination.
Positions Taken during Negotiation
Opening Offer. Opening Stance. Initial Concessions. Role of Concessions.
Pattern of Concession Making. Final Offer.
Commitment
Tactical Considerations in Using Commitments. Establishing a Commitment.
Preventing the Other Party from Committing Prematurely. Finding Ways to
Abandon a Committed Position.
Closing the Deal
Hardball Tactics
Dealing with Typical Hardball Tactics. Typical Hardball Tactics.
Summary
4 Strategy and Tactics of Integrative Negotiation 107
Introduction
What Makes Integrative Negotiation Different?
An Overview of the Integrative Negotiation Process
Creating a Free Flow of Information. Attempting to Understand the Other
Negotiator's Real Needs and Objectives. Emphasizing the Commonalities
between the Parties and Minimizing the Differences. Searching for Solutions
That Meet the Goals and Objectives of Both Sides.
Key Steps in the Integrative Negotiation Process
Identify and Define the Problem. Understand the Problem Fully—Identify Interests
and Needs. Generate Alternative Solutions. Evaluation and Selection of Alternatives.
Factors That Facilitate Successful Integrative Negotiation
Some Common Objective or Goal. Faith in One's Own Problem Solving Ability. A
Belief in the Validity of One's Own Position and the Other's Perspective. The
Motivation and Commitment to Work Together. Trust. Clear and Accurate
Communication. An Understanding of the Dynamics of Integrative Negotiation.
Summary.
Why Integrative Negotiation Is Difficult to Achieve
The History of the Relationship between the Parties. The Belief That an Issue
Can Only Be Resolved Distributively. The Mixed Motive Nature of Most
Negotiating Situations.
Summary
Contents xiii
PART II NEGOTIATION SUBPROCESSES
5 Communication, Perception, and Cognitive Biases 141
Communication in Negotiation
What Is Communicated during Negotiation?
How People Communicate in Negotiation
Phase Models of Communication in Negotiation
Perception and Negotiation
The Role of Perception. Perceptual Distortion in Negotiation. Framing.
Perceptual Error: A Summai~y.
Cognitive Biases in Negotiation
1. Irrational Escalation of Commitment. 2. Mythical Fixed Pie Beliefs.
3. Anchoring and Adjustment. 4. Framing. 5. Availability of Information.
6. The Winner's Curse. 7. Overconfidence. 8. The Law of Small Numbers.
9. Self serving Biases. 10. Ignoring Others' Cognitions. 11. Reactive
Devaluation.
Managing Misperceptions and Cognitive Biases in Negotiation
Reframing
How to Improve Communication in Negotiation
The Use of Questions. Listening. Role Reversal.
Mood, Emotion, and Negotiation
Special Communication Considerations at the Close of Negotiations
Avoiding Fatal Mistakes. Achieving Closure.
Summary
6 Finding and Using Negotiation Leverage 175
Leverage as Advantage: Why Is Power Important to Negotiators?
A Definition of Power
Sources of Power—How People Acquire Power
Information and Expertise. Control over Resources. Power Derived from
Location in an Organizational Structure.
Managing Information Power: The Persuasion Process
Characteristics of Messages
Message Content. Message Structure. Persuasive Style: How to Pitch the
Message.
Characteristics of Sources
Source Credibility. Personal Attractiveness. Summary.
Characteristics of Receivers
Attending to the Other. Exploring or Ignoring the Other's Position. Resisting
the Other's Influence. Section Summary.
Context Factors
Reciprocity. Commitment. Social Proof. Use of Reward and Punishment.
Location in a Structure. Scarcity.
Chapter Summary
xiv Contents
7 Ethics in Negotiation 219
Why Do Negotiators Need to Know about Ethics?
What Are Ethics and Why Do They Apply to Negotiation?
What Are the Major Ethical Concerns That Apply to Negotiation?
End Result Ethics. Rule Ethics. Social Contract Ethics. Personalistic Ethics.
What Major Types of Ethical and Unethical Conduct Are Likely to Occur
in Negotiation?
The Range of Available Influence Tactics. Types of Tactics Viewed as Ethically
Problematic. Typologies of Deceptive Tactics. Intentions and Motives to Use
Deceptive Tactics. The Motivation to Behave Unethically. The Consequences of
Unethical Conduct. Explanations and Justifications.
What Factors Shape a Negotiator's Predisposition to Use Unethical Tactics?
Demographic Factors. Situational Influences on Unethical Conduct. Personality
Differences and Moral Development.
How Can Negotiators Deal with the Other Party's Use of Deception?
Chapter Summary
PART III NEGOTIATION CONTEXTS
8 The Social Context of Negotiation 267
The Number of Parties in a Negotiation
Negotiating within a Relationship between the Parties
The Adequacy of Past Theory and Research for Understanding Negotiation within
Relationships. Forms of Relationships. Negotiations in Communal Relationships.
Key Elements in Managing Negotiations within Relationships
Trust. Emotions. Justice. Summary.
The Agency Relationship: The Impact of the Larger Social Context
on Negotiator Behavior
Audiences: Team Members, Constituents, Bystanders, and Audiences. Tactical
Implications of Social Structure Dynamics: The Negotiator's Dilemma. Building
Relationships with Other Parties: Opponents and Constituents. Section Summary.
Chapter Summary
9 Multiparty Negotiations: Coalitions and Groups 315
Negotiations with More Than Two Negotiators
Negotiating Coalitions
Types of Coalitions. Understanding How and Why Coalitions Form.
Research on Coalitions
Coalition Inputs. Standards for Coalition Decision Making. Where Is the Strength
in Coalitions? Other Types of Coalition Situations. How Coalitions Form. Power
Revisited: Power in Coalitions. How to Build Coalitions: Some Practical Advice.
Contents xv
Multiparty Negotiations
Differences between Two Party Negotiations and Multiparty
Negotiations.
Managing Multiparty Negotiations
The Prenegotiation Phase. The Formal Negotiation Stage—Managing the Group
Process and Outcome. The Agreement Phase.
Chapter Summary
10 Individual Differences 353
Early Research on Personality and Negotiation
Differences in Negotiation Style and Approach. Creating Definitive Research
Tests of the Relationship between Personality Predispositions and Negotiation
Outcomes. Efforts to Reconceptualize the Inconclusive Nature of Previous
Findings.
Later Research on Personality and Negotiation
Conflict Management Style. Machiavellianism. Interpersonal Trust.
Perspective taking Ability. Self Efficacy. Self Monitoring. An Omnibus
Approach.
Sex, Gender, and Negotiation: New Approaches
Theoretical Approaches to Understanding Male and Female Negotiators.
Empirical Approaches to Understanding Male and Female Negotiators.
The Behavioral Approach
Closing Comments.
Chapter Summary
11 Global Negotiation 379
The American Negotiating Style
Not Everyone Negotiates Like Americans!
What Makes Cross Border Negotiations Different?
Environmental Context. Immediate Context.
How Do We Explain Global Negotiation Outcomes?
Hofstede's Dimensions of Culture
Power Distance. Individualism/Collectivism. Masculinini Femininity.
Uncertainty Avoidance.
Conceptualizing Culture and Negotiation
Culture as Learned Behavior. Culture as Shared Values. Culture as Dialectic.
Culture in Context.
How Do Cultural Differences Influence Negotiations?
Culturally Responsive Negotiation Strategies
Low Familiarity. Moderate Familiarity. High Familiarity.
Chapter Summary
xvi Contents
PART IV NEGOTIATION REMEDIES
12 Managing Difficult Negotiations: Individual Approaches 409
Introduction
Impasse's Antecedents: Entrenchment and Intractability
What Causes Contentious Negotiation Behavior? Getting Mad, Getting Even.
Social Comparisons and Contrasts. General Remedies. Reducing Tension and
Synchronizing De escalation. Improving the Accuracy of Communication.
Controlling Issues. Establishing Commonalities. Making Preferred Options
More Desirable to the Other Party. Section Summary.
Unintended Impasses: Collaborative Shortfalls
The Remedial Power of Integrative Processes. Faulty Group Process. Time
Constraints and Deadlines. Generation of Creative Alternatives. Mismatched
Models: Intentional and Otherwise. Responding to the Other Side's Dirty Tricks.
Responding When the Other Side Has More Power. The Special Problem of
Handling Ultimatums. Responding When the Other Side Is Being Difficult.
Coping with Different Negotiators: A Summary.
Chapter Summary
13 Managing Difficult Negotiations: Third Party Approaches 445
Adding Third Parties to the Two Party Negotiation Process
Benefits and Liabilities of Third Party Intervention. When Is Third Party
Involvement Appropriate? Which Type of Intervention Is Appropriate?
Formal Intervention Methods
Arbitration. Mediation. The Downside of Arbitration and Mediation. Process
Consultation.
Informal Intervention Methods
Which Approach Is More Effective?
Dispute Resolution Systems: When the Organization Is the Third Party
Summary
Bibliography 478
Index 517 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Lewicki, Roy J. Saunders, David M. Minton, John W. |
| author_facet | Lewicki, Roy J. Saunders, David M. Minton, John W. |
| author_role | aut aut aut |
| author_sort | Lewicki, Roy J. |
| author_variant | r j l rj rjl d m s dm dms j w m jw jwm |
| building | Verbundindex |
| bvnumber | BV021948280 |
| callnumber-first | H - Social Science |
| callnumber-label | HD58 |
| callnumber-raw | HD58.6 |
| callnumber-search | HD58.6 |
| callnumber-sort | HD 258.6 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| ctrlnum | (OCoLC)40595605 (DE-599)BVBBV021948280 |
| dewey-full | 658.4/052 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4/052 |
| dewey-search | 658.4/052 |
| dewey-sort | 3658.4 252 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| genre | 1\p (DE-588)4143413-4 Aufsatzsammlung gnd-content 2\p (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Aufsatzsammlung Fallstudiensammlung |
| id | DE-604.BV021948280 |
| illustrated | Illustrated |
| index_date | 2024-07-02T16:07:30Z |
| indexdate | 2024-07-09T20:48:02Z |
| institution | BVB |
| isbn | 0256208328 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-015163430 |
| oclc_num | 40595605 |
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| owner | DE-706 |
| owner_facet | DE-706 |
| physical | XVI, 528 S. Ill., graph. Darst. |
| publishDate | 1999 |
| publishDateSearch | 1999 |
| publishDateSort | 1999 |
| publisher | Irwin McGraw-Hill |
| record_format | marc |
| spelling | Lewicki, Roy J. Verfasser aut Negotiation Roy J. Lewicki ; David M. Saunders ; John W. Minton 3. ed. Boston [u.a.] Irwin McGraw-Hill 1999 XVI, 528 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Literaturverz. S. 478 - 516 Négociations (Affaires) Négociations (affaires) ram Onderhandelen gtt Negotiation in business Tarifverhandlung (DE-588)4184470-1 gnd rswk-swf Kommunikation (DE-588)4031883-7 gnd rswk-swf Sozialpsychologie (DE-588)4055891-5 gnd rswk-swf Psychologie (DE-588)4047704-6 gnd rswk-swf Verhandlungsführung (DE-588)4187777-9 gnd rswk-swf Verhandlungstechnik (DE-588)4134584-8 gnd rswk-swf Verhandlung (DE-588)4062875-9 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf 1\p (DE-588)4143413-4 Aufsatzsammlung gnd-content 2\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Verhandlungstechnik (DE-588)4134584-8 s DE-604 Sozialpsychologie (DE-588)4055891-5 s Verhandlung (DE-588)4062875-9 s Kommunikation (DE-588)4031883-7 s 3\p DE-604 Unternehmen (DE-588)4061963-1 s 4\p DE-604 Verhandlungsführung (DE-588)4187777-9 s Psychologie (DE-588)4047704-6 s 5\p DE-604 Tarifverhandlung (DE-588)4184470-1 s 6\p DE-604 Saunders, David M. Verfasser aut Minton, John W. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015163430&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 4\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 5\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 6\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Lewicki, Roy J. Saunders, David M. Minton, John W. Negotiation Négociations (Affaires) Négociations (affaires) ram Onderhandelen gtt Negotiation in business Tarifverhandlung (DE-588)4184470-1 gnd Kommunikation (DE-588)4031883-7 gnd Sozialpsychologie (DE-588)4055891-5 gnd Psychologie (DE-588)4047704-6 gnd Verhandlungsführung (DE-588)4187777-9 gnd Verhandlungstechnik (DE-588)4134584-8 gnd Verhandlung (DE-588)4062875-9 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)4184470-1 (DE-588)4031883-7 (DE-588)4055891-5 (DE-588)4047704-6 (DE-588)4187777-9 (DE-588)4134584-8 (DE-588)4062875-9 (DE-588)4061963-1 (DE-588)4143413-4 (DE-588)4522595-3 |
| title | Negotiation |
| title_auth | Negotiation |
| title_exact_search | Negotiation |
| title_exact_search_txtP | Negotiation |
| title_full | Negotiation Roy J. Lewicki ; David M. Saunders ; John W. Minton |
| title_fullStr | Negotiation Roy J. Lewicki ; David M. Saunders ; John W. Minton |
| title_full_unstemmed | Negotiation Roy J. Lewicki ; David M. Saunders ; John W. Minton |
| title_short | Negotiation |
| title_sort | negotiation |
| topic | Négociations (Affaires) Négociations (affaires) ram Onderhandelen gtt Negotiation in business Tarifverhandlung (DE-588)4184470-1 gnd Kommunikation (DE-588)4031883-7 gnd Sozialpsychologie (DE-588)4055891-5 gnd Psychologie (DE-588)4047704-6 gnd Verhandlungsführung (DE-588)4187777-9 gnd Verhandlungstechnik (DE-588)4134584-8 gnd Verhandlung (DE-588)4062875-9 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Négociations (Affaires) Négociations (affaires) Onderhandelen Negotiation in business Tarifverhandlung Kommunikation Sozialpsychologie Psychologie Verhandlungsführung Verhandlungstechnik Verhandlung Unternehmen Aufsatzsammlung Fallstudiensammlung |
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