This paper complements the existing literature on auditor-client negotiations by providing insights on the auditors' and clients' preferences for distributive negotiation strategies in an economic setting where negotiations may fail even if a common negotiation range exists. The analysis reveals...

How do parties in ongoing repeated negotiation relationships react to changing circumstances? We argue that situations that become more beneficial (i.e. offer potentially higher outcomes to both) can affect negotiatorsacute; relationships in two distinct ways. On the one hand, negotiators may see...

The aim of this paper is to apply the insights of recent research on routine in the context of repeated negotiations. To demonstrate the link between both concepts, we introduce an analytical framework, based on which we identify different negotiation situations in which routine can develop....

This article discusses the three major negotiating styles and their impact on bargaining interactions. The first is the Cooperative/Problem-Solving style in which the participants are entirely open with each other, and work to achieve fair agreements that maximize the joint gains they achieve....

This study explored the important factors affecting trade negotiations such as environmental conditions, negotiation strategies, the problem-solving approach, interpersonal attraction, time and silent messages including active listening, conversational overlap, facial gazing and touch. The...

Empirical studies have documented large pre-bid target stock price runups, suggesting significant effects of target stock market on mergers and acquisitions (M&A) outcomes. To understand such effects, we develop an informational feedback model in which a target learns from its stock price about...

In all of negotiation, there is no bigger trap than "fairness." This chapter from the Negotiator's Fieldbook explains why among multiple models of fairness, people tend to believe that the one that applies here is the one that happens to favor them. This often creates a bitter element in...

We consider bilateral non-cooperative bargaining on the division of a surplus. Compared to the canonical bargaining game in the tradition of Rubinstein, we introduce additional sources of friction into the bargaining process: Implementation of an agreement and consumption of the surplus can only...

We conclude in this chapter that teaching effective negotiation in a global environment requires a framework for ethical decision-making, and therefore, ethics coverage should be part of negotiation training, whether it is a two-hour or two-day executive training program, or a two-semester...