Strategic Negotiations for Sustainable Value is a guide to learning how to conclude lasting business deals that are environmentally, socially and economically sustainable in an international business context. Managers today need to negotiate with multiple stakeholders, such as suppliers, customers, agencies, governments and authorities, to be able to access the resources that they need.
Creating and capturing sustainable value is not a fixed entity but rather the outcome of long and time-consuming negotiations that affect further negotiations. Providing illustrative international case studies throughout each chapter, this book explores
the strategic challenges that managers face in their markets today;
the practical, analytical tools that needed to create and capture value that is sustainable;
the behavioral biases and cognitive errors in strategic negotiations;
the various ways by which negotiators manifest their business agreements in contracts;
the managerial implications of strategic negotiations.
The book is ideal for advanced undergraduate and postgraduate students in negotiation, business administration, management, or related courses such as business marketing, and customer or key account management. It is equally valuable to industry professionals, managers involved in negotiating with customers, suppliers or partners and those pursuing professional qualifications or accreditation in marketing, sales or management.
Author(s): Stefanos Mouzas
Publisher: Routledge
Year: 2022
Language: English
Pages: 184
City: London
Cover
Half Title
Title Page
Copyright Page
Contents
The core message of this book
A Strategic Perspective on Negotiations
Figures
Tables
Cases
One. Understanding strategic negotiations
1.1 Negotiating for sustainable value
1.2 The dichotomy between the negotiator and the environment
1.3 The environment of negotiations
Notes
Two. The challenges that negotiators face
2.1 An overview of the challenges in negotiations
2.2 Challenge No 1: Uncertainty as a faceless topology
2.3 Dealing with uncertainty
2.4 Challenge No 2: Embedded in networks
2.5 Negotiating in networks: Why it matters
Infinite connectivity
Constitutional pluralism
Ongoing consent
2.6 Challenge No 3: Creating and capturing value
2.7 The role of interests and entitlements
Notes
Three. Negotiation as a process
3.1 The process of negotiation
3.2 Differences: The raw materials of the negotiation process
3.3 The NIMBY problem
3.4 Dealing with emotions
3.5 Zone of possible agreement (ZOPA)
3.6 Best alternative to the negotiated agreement (BATNA)
3.7 Demanding vs. giving in
3.8 The limits of negotiation
Notes
Four. Behaviour in negotiations: Biases and errors
4.1 Bounded rationality and behavioural biases
4.2 Present bias and procrastination
4.3 Create focal points for anchoring
4.4 The endowment effect
4.5 Herd behaviour
Notes
Five. Negotiating contracts
5.1 Closing a deal with a contract
5.2 Pre-contractual agreements
5.3 Open terms agreements
5.4 General terms and conditions
5.5 Has a contract been concluded?
Critical questions
Courts' decision
5.6 Ethical considerations
Negotiating in good faith
The duty to disclose
Misrepresentation
Why misrepresentation matters
5.7 The problem of contract incompleteness
Barriers to concluding complete contracts
5.8 The use of relational contracts
5.9 The use of framework contracts
Manifold rationality
Recursive time
Multilateral exchange
Examples of contract clauses
The advantage of framework contracts
5.10 Legal and non-legal enforcement of negotiated contracts
Notes
Six. Managerial implications: Looking ahead
6.1 The unintended consequences of strategic negotiations
Producers
Retailers
6.2 Strategic negotiations to build resilience
6.3 The skills of great negotiators
6.4 Becoming a mindful negotiator
Becoming mindful of your environment
Becoming mindful of others
Becoming mindful of yourself
Notes
References
Acknowledgements
About the author
Index
