LEADER 05683nam 2200733 450 001 9910820205103321 005 20221207110526.0 010 $a1-118-61158-6 010 $a1-118-61150-0 035 $a(CKB)3710000000093441 035 $a(EBL)1651185 035 $a(SSID)ssj0001132640 035 $a(PQKBManifestationID)11735696 035 $a(PQKBTitleCode)TC0001132640 035 $a(PQKBWorkID)11155505 035 $a(PQKB)10256376 035 $a(DLC) 2013049985 035 $a(Au-PeEL)EBL1651185 035 $a(CaPaEBR)ebr10849230 035 $a(CaONFJC)MIL584524 035 $a(OCoLC)874321147 035 $a(CaSebORM)9781118611586 035 $a(MiAaPQ)EBC1651185 035 $a(EXLCZ)993710000000093441 100 $a20140326h20142014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aNegotiating globally $ehow to negotiate deals, resolve disputes, and make decisions across cultural boundaries /$fJeanne M. Brett 205 $aThird edition. 210 1$aSan Francisco, California :$cJossey-Bass,$d2014. 210 4$dİ2014 215 $a1 online resource (320 p.) 225 1 $aJossey-Bass Business & Management Series 300 $aIncludes index. 311 $a1-118-60261-7 320 $aIncludes bibliographical references and index. 327 $aCover; 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 327 $aPositions, 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 327 $a3: 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 327 $aStrategic 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 327 $aPowerHow 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 327 $aNegotiating to Integrate Information and Reach Decisions 330 $aA framework for anticipating and managing cultural differences at the negotiating table In today's global environment, negotiators who understand cultural differences and negotiation fundamentals have a decided advantage at the bargaining table. This thoroughly revised and updated edition of Negotiating Globally explains how culture affects negotiators' assumptions about when and how to negotiate, their interests and priorities, and their strategies. It explains how confrontation, motivation, influence, and information strategies shift due to culture. It provides strategic advi 410 0$aJossey-Bass business & management series. 606 $aNegotiation in business$vCross-cultural studies 606 $aNegotiation$vCross-cultural studies 606 $aDecision making$vCross-cultural studies 606 $aConflict management$vCross-cultural studies 615 0$aNegotiation in business 615 0$aNegotiation 615 0$aDecision making 615 0$aConflict management 676 $a658.4/052 700 $aBrett$b Jeanne M.$0119756 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910820205103321 996 $aNegotiating globally$93928356 997 $aUNINA