This article employs events data to compare two studies of crisis bargaining: a qualitative study by Snyder and Diesing based on comparative case studies, and a quantitative study by Leng and Wheeler. Three propositions are tested: (1) both disputants will adopt increasingly coercive bargaining...

This study addresses the impact of crisis management strategies, stress, and groupthink conditions on the integrative complexity of British decision makers in 10 decision-making episodes during two Anglo-German crises in 1938 and 1939. A systematic random sample of Prime Minister Neville...

This paper examines the interface between Henry Kissinger's operational code and his bargaining behavior during the Vietnam conflict. Kissinger's position at the pinnacle of the American foreign affairs hierarchy, amidst the existence of competing policy recommendations, may be regarded as...

The authors investigate the linkage between presidential operational codes and the management of foreign policy conflicts during the period of strategic adjustment in American foreign policy following the cold war. Beliefs expressed in public speeches by Presidents George Bush and Bill Clinton...