The following sections are included:Negotiation — Here, There, Online and EverywhereNegotiating Online Is Unavoidable — And Unavoidably DifferentThe Medium and the Message: A Theoretical ModelUsing Email: A Moving TargetNegotiating via Email: Eight Major ChallengesA Look AheadConclusion

The following sections are included:IntroductionNegotiation — The Process of Power Dependence, Social Influence, and Joint Problem SolvingPower and Influence DefinedSources of PowerPower in the Context of NegotiationThe Importance of Power AssessmentPower ImbalanceStrategies to Tackle Power...

The following sections are included:IntroductionDefining Social CapitalDifferent Types of Social Capital and Relational TiesOutlining the Benefits and Costs of Social Capital: Implications for NegotiatorsThe Creation and Maintenance of Social Capital: Implications for NegotiatorsThe Joint...

The following sections are included:IntroductionHow Do Communication Media Differ?Are Computer Mediated Media Good or Bad for Relationship Building?Perceiving Negotiation Counterparts over Different Communication MediaDisclosure over Computer MediaImpression ManagementCommunication Media and...

Hong Kong Disneyland, a joint venture between the Walt Disney Company and the Hong Kong government, was conceived during the Asian financial crisis as a strategy for making Hong Kong a major tourist destination and providing Disney with a foothold into the potentially lucrative China market....

Entering into cross-cultural negotiations is a bit like heading out as the captain of the Titanic. When surveying the negotiation terrain, you will easily spot the most evident parts of culture — food, music, history, art, literature, and language — these are the tips of the icebergs...

The Paris Peace Conference at the end of World War I surely ranks among the most costly of diplomatic failures, a “peace to end all peace” (Fromkin, 1992). After he directly contributed to some of the early mistakes made by the American delegation, Walter Lippmann observed these errors...

In early 2010, the Renault–Nissan Alliance was the fourth largest automotive group in the world. With 350,000 employees and operations in 190 countries, the Alliance had sold 6.1 million vehicles — more than 9% of the world total — and taken in revenue of €86.5 billion (US$120 billion)...

In 1988 Komatsu, Japan's leading construction-equipment manufacturer, and Dresser, a giant in the American energy industry, combined their resources in a joint venture. The partnership was seen as a match made in heaven; the companies expected it to create what they called “a mountain of...