PART ONE: NEGOTIATION FUNDAMENTALSChapter 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 SUBPROCESSESChapter 6: Perception, Cognition, and Emotion Chapter 7: Communication Chapter 8: Finding and Using Negotiation Power Chapter 9: Influence PART THREE: NEGOTIATION CONTEXTSChapter 10: Relationships in Negotiation Chapter 11: Agents, Constituencies, AudiencesChapter 12: CoalitionsChapter 13: Multiple Parties and Teams in NegotiationPART FOUR: INDIVIDUAL DIFFERENCESChapter 14: Individual Differences I: Gender and NegotiationChapter 15: Individual Differences II: Personality and AbilitiesPART FIVE: NEGOTIATION ACROSS CULTURESChapter 16: International and Cross-Cultural NegotiationPART SIX: RESOLVING DIFFERENCESChapter 17: Managing Negotiation ImpassesChapter 18: Managing Difficult NegotiationsChapter 19: Third Party Approaches to Managing Difficult NegotiationsPART SEVEN: SUMMARYChapter 20: Best Practices in Negotiations
Deans 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.
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 (20022003), and a past chair of the Academy of
Management Conflict Management Division.
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