
Negotiation ISE
McGraw-Hill Education (Publisher)
9th Edition
Published on 6. March 2023
Book
Paperback/Softback
706 pages
978-1-266-28315-4 (ISBN)
Description
Negotiation is a critical skill needed for effective management. Negotiation 9e by Roy J. Lewicki, David M. Saunders, and Bruce Barry explores the major concepts and theories of the psychology of bargaining and negotiation, and the dynamics of interpersonal and intergroup conflict and its resolution. It is relevant to a broad spectrum of management students, not only human resource management or industrial relations candidates.
More details
Edition
9th edition
Language
English
Place of publication
OH
United States
Target group
College/higher education
US School Grade: From College Freshman to College Graduate Student
Illustrations
77 Illustrations
Dimensions
Height: 229 mm
Width: 184 mm
Thickness: 26 mm
Weight
900 gr
ISBN-13
978-1-266-28315-4 (9781266283154)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Persons
Roy J. Lewicki is the Irving Abramowitz Memorial Professor of Business Ethics Emeritus and Professor of Management and Human Resources Emeritus at the Max M. Fisher College of Business, The Ohio State University. He has authored or edited over 40 books, as well as numerous research articles and book chapters. Professor Lewicki has served as the president of the International Association for Conflict Management, and he received its Lifetime Achievement Award in 2013. He received the Academy of Management's Distinguished Educator Award in 2005 and has been recognized as a Fellow of the Academy of Management, the International Association of Conflict Management, and the Organizational Behavior Teaching Society for his contributions to the fields of negotiation and dispute resolution.
David Saunders is currently Professor (Administration) and Director, International at Desautels Faculty of Management, McGill University. He has over 20 years of experience as Dean, leading two business schools to the prestigious Financial Times ranking, and driving the schools' globalization and strategic growth. David has created more than 100 strategic partnerships around the globe. He has served on the board of CEIBS (China), and the International Advisory Boards of SKEMA (France) and Schaffhausen Institute of Technology (Switzerland). David has also forged exclusive strategic relationships with both private (e.g., IBM) and public sector (e.g.. The Canadian Olympic Committee) organizations to provide tailored business education to their needs. He served as Chair of the EQUIS Awarding Body and Vice-Chair of the AACSB Initial Accreditation Committee, as well as a board member of both EFMD and AACSB.
Bruce Barry is the Brownlee O. Currey Jr. Professor of Management at the Owen Graduate School of Management at Vanderbilt University. His research on negotiation, ethics, power, influence, and justice has appeared in numerous scholarly journals and volumes. Professor Barry is a past president of the International Association for Conflict Management and a past chair of the Academy of Management Conflict Management Division. He has been recognized as a Fellow of the International Association for Conflict Management.
David Saunders is currently Professor (Administration) and Director, International at Desautels Faculty of Management, McGill University. He has over 20 years of experience as Dean, leading two business schools to the prestigious Financial Times ranking, and driving the schools' globalization and strategic growth. David has created more than 100 strategic partnerships around the globe. He has served on the board of CEIBS (China), and the International Advisory Boards of SKEMA (France) and Schaffhausen Institute of Technology (Switzerland). David has also forged exclusive strategic relationships with both private (e.g., IBM) and public sector (e.g.. The Canadian Olympic Committee) organizations to provide tailored business education to their needs. He served as Chair of the EQUIS Awarding Body and Vice-Chair of the AACSB Initial Accreditation Committee, as well as a board member of both EFMD and AACSB.
Bruce Barry is the Brownlee O. Currey Jr. Professor of Management at the Owen Graduate School of Management at Vanderbilt University. His research on negotiation, ethics, power, influence, and justice has appeared in numerous scholarly journals and volumes. Professor Barry is a past president of the International Association for Conflict Management and a past chair of the Academy of Management Conflict Management Division. He has been recognized as a Fellow of the International Association for Conflict Management.
Content
Chapter 1: The Nature of Negotiation
Chapter 2: Strategy and Tactics of Distributive Bargaining
Chapter 3: Strategy and Tactics of Integrative Negotiation
Chapter 4: Negotiation: Strategy and Planning
Chapter 5: Ethics in Negotiation
Chapter 6: Perception, Cognition, and Emotion
Chapter 7: Communication
Chapter 8: Finding and Using Negotiation Power
Chapter 9: Influence
Chapter 10: Relationships in Negotiation
Chapter 11: Agents, Constituencies, and Audiences
Chapter 12: Coalitions
Chapter 13: Multiple Parties and Groups in Negotiations
Chapter 14: Individual Differences I: Gender and Negotiation
Chapter 15: Individual Differences II: Personality and Abilities
Chapter 16: International and Cross-Cultural Negotiation
Chapter 17: Managing Negotiation Impasses
Chapter 18: Managing Difficult Negotiations
Chapter 19: Third-Party Approaches to Managing Difficult Negotiations
Chapter 20: Best Practices in Negotiations
Chapter 2: Strategy and Tactics of Distributive Bargaining
Chapter 3: Strategy and Tactics of Integrative Negotiation
Chapter 4: Negotiation: Strategy and Planning
Chapter 5: Ethics in Negotiation
Chapter 6: Perception, Cognition, and Emotion
Chapter 7: Communication
Chapter 8: Finding and Using Negotiation Power
Chapter 9: Influence
Chapter 10: Relationships in Negotiation
Chapter 11: Agents, Constituencies, and Audiences
Chapter 12: Coalitions
Chapter 13: Multiple Parties and Groups in Negotiations
Chapter 14: Individual Differences I: Gender and Negotiation
Chapter 15: Individual Differences II: Personality and Abilities
Chapter 16: International and Cross-Cultural Negotiation
Chapter 17: Managing Negotiation Impasses
Chapter 18: Managing Difficult Negotiations
Chapter 19: Third-Party Approaches to Managing Difficult Negotiations
Chapter 20: Best Practices in Negotiations