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Additional information and teaching resources to support this text are available from Negotiation is a critical skill needed for effective management. Negotiation 7e 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.
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Table of Contents

PART ONE: NEGOTIATION FUNDAMENTALS 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 PART TWO: NEGOTIATION SUBPROCESSES Chapter 6: Perception, Cognition, and Emotion Chapter 7: Communication Chapter 8: Finding and Using Negotiation Power Chapter 9: Influence PART THREE: NEGOTIATION CONTEXTS Chapter 10: Relationships in Negotiation Chapter 11: Agents, Constituencies, Audiences Chapter 12: Coalitions Chapter 13: Multiple Parties and Teams in Negotiation PART FOUR: INDIVIDUAL DIFFERENCES Chapter 14: Individual Differences I: Gender and Negotiation Chapter 15: Individual Differences II: Personality and Abilities PART FIVE: NEGOTIATION ACROSS CULTURES Chapter 16: International and Cross-Cultural Negotiation PART SIX: RESOLVING DIFFERENCES Chapter 17: Managing Negotiation Impasses Chapter 18: Managing Difficult Negotiations Chapter 19: Third Party Approaches to Managing Difficult Negotiations PART SEVEN: SUMMARY Chapter 20: Best Practices in Negotiations

About the Author

Dean's Distinguished Teaching Professor and Professor of Management and Human Resources at the Max. M. Fisher College of Business, The Ohio State University. He has authored or edited 24 books, as well as numerous research articles. Professor Lewicki has served as the president of the International Association of Conflict Management. He received the first David Bradford Outstanding Educator award from the Organizational Behavior Teaching Society for his contributions to the field of teaching in negotiation and dispute resolution. Dean of the School of Business at Queens University, Canada. He has coauthored several articles on negotiation, conflict resolution, employee voice, and organizational justice. Prior to accepting his current appointment, he was director of the McGill MBA Japan program in Tokyo, and he has traveled extensively throughout Asia, Europe, and South America. Professor of Management and Sociology at Vanderbilt University. His research on negotiation, influence, power, and justice has appeared in numerous scholarly journals and volumes. Professor Barry is a past-president of the International Association for Conflict Management (2002-2003), and a past chair of the Academy of Management Conflict Management Division.

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