Retake

Question 1

Name the 5 conflict positions (or strategies) by Thomas (1992), as well as the two axes

Answer 1

Competing 
Collaborating 
Compromising
Accommodating
Avoiding

Assertivism (y-axis) and cooperatism (x-axis)

Question 2

Explain the ‘competing’ strategy

Answer 2

To assert your own interests at the expense of the other negotiating side. The result is a zero-sum game. It is the most assertive strategy

Question 3

Explain the ‘collaborating’ strategy

Answer 3

When both parties decide on the best joint solution. It is the strategy that scores highest combined on assertiveness and cooperatism

Question 4

Explain the ‘compromising’ strategy

Answer 4

A compromise is possible when each party meets the other half way. Some cooperation occurs, but not the whole way. This strategy is neither assertive nor cooperative, but in the middle

Question 5

Explain the ‘avoidance’ stratgey

Answer 5

The negotiator withdraws from the conflict and forgoes an agreement. It is neither assertive nor cooperative

Question 6

Explain the ‘accommodating’ strategy

Answer 6

Accommodation is the opposite of competition. It is not assertiveness, but
rather it is very cooperative. The negotiator renounces most of his objectives.
In order to satisfy his opponent, he sacrifices his own interests. The strategy is completely cooperative, but not assertive in any way

Question 7

Explain ‘BATNA’ by Fisher & Ury (1991)

Answer 7

Stands for ‘best alternative to a negotiated agreement’. There are two types: (1) find alternative party to negotiate with, and (2) find alternative strategy to get the goal. So, in other words, BATNA is the best you can do without the negotiating party

Question 8

Explain ‘ZOPA’

Answer 8

Stands for ‘zone of potential agreement’. A ZOPA is a bargaining range in an area where two or more negotiating parties may find common ground.
A ZOPA can only exist when there is some overlap between each party’s expectations regarding an agreement. The ZOPA is formed within an aspiration level and withdrawal limit

Question 9

Who describes ‘value creating-reclaiming tension’?

Answer 9

Lax and Sebenius, 1996

Question 10

Who describes ‘trust and honesty dilemmas’?

Answer 10

Kelley, 1966

Question 11

Name the 4 types of background factors

Answer 11

Objectives, Environment, Third-parties, and Negotiators

Question 12

How does background factors influence (positive and negative) the process?

Answer 12

Positive influence: the process saves time and continues smoothly

Negative influence: the process is delayed and there are hindrances

Question 13

What are the 3 types of objectives?

Answer 13

Common, Conflictive, Complementary

Question 14

What factors/variables influence the atmosphere?

Answer 14

The existence of both conflict and cooperation, the power/dependence relation, long-term versus short-term expectations

Question 15

How is the power/dependence relation different from the actual power relation?

Answer 15

The power/dependence relation refers to the perceived power of both parties and is a property of the relation, not the actor. Contrary, the actual power relation is attributed to the actor/party

Question 16

What constitutes negotiation behavior and how does this differ from negotiation strategies?

Answer 16

Negotiation behavior is the communication actions that negotiators take, such as verbal and non-verbal communication. The behavior is heavily influenced by culture. These can be described as cooperative and integrative at one end of the spectrum, and competitive and individualistic at the other end.

Question 17

Explain the Fisher & Ury Model (1981) - the Atlas model

Answer 17

Premise: negotiators miss the potential benefits of negotiation because their focus is on “positions” rather than “interests” (what really matters)

Question 18

According to the Graham & Herberger Model (1983), which 3 variables determine outcomes?

Answer 18

1. Individual characteristics (intelligence, power, self-esteem, attractiveness)
2. Situational Pressures (goals, time constrains, cultural differences)
3. Process Measures (negotiation strategy and negotiation behavior)

Number 1 and 2 influence number 3

Question 19

Explain the three major components of the Lax & Sebenius Model (1986)

Answer 19

Three major components:

1. Raw material (issues, stakes, interests, values, positions…) as the units of measure of negotiation
2. Factors underpinning the process: development through the confrontation of “value creating” and “value claiming” elements
3. Limits imposed on negotiations as a result of the respective BATNAs (initial or transformed during the process)

Question 20

What are the three variables of the RBC Perspective (Weiss, 1993)?

Answer 20

Relationship, Behavior, Conditions

Question 21

What are the three variables of the RBC Perspective (Weiss, 1993)?

Answer 21

Relationship, Behavior, Conditions

Question 22

What is the difference between an integrative and distributive/competing tactic?

Answer 22

The first is win-win oriented whereas the latter is win-lose oriented

Question 23

Is a non-agreement always a failure?

Answer 23

No, only if there is a ZOPA

Question 24

Name some of the distributive/competitive tactics proposed by Lewicki & Robinson

Answer 24

Misrepresentation of Information
Traditional distributive negotiation
Bluffing
Manipulation of Opponent’s Network
Inappropriate Information Gathering

Question 25

What are some of the marginally ethically inappropriate tactics (still legal) proposed by Lewicki & Robinson (1998)?

Answer 25

Lying Bluffing Manipulating the possible support of third parties Reneging on an agreement (verbal agreement, not written one) Retracting an offer put on the negotiating table

Question 26

Culture is a set of .....?

Answer 26

Values, Beliefs, Attitudes, and Meanings

Question 27

What are the main barriers to intercultural communication?

Answer 27

Attitude, Perception, Stereotypes, Interpretation

Question 28

Name Hofstede's basic dimensions of culture (both the original 4 and the 2 latest)

Answer 28

``` Power distance (low/high) Uncertainty avoidance (low/high Individualism versus Collectivism Masculinity versus femininity Long-term orientation versus Short-term orientation Indulgence versus Restraint ```

Question 29

Explain the negotiation behavior differences in 'Power Distance'. Give examples of cultures

Answer 29

In cultures with high power distance, the behavior is often opportunistic and competitive from those in power. Information is managed by those in power. Examples are Germany, Africa, Latin America In cultures with low power distance, the behavior is often less opportunistic and less competitive. Information is shared more easily and there are less barriers to communication. Examples are the US, Scandinavia, the UK, most of Europe

Question 30

Explain the negotiation differences in 'Uncertainty Avoidance'. Give examples of cultures

Answer 30

In cultures with high uncertainty avoidance, it is preferred that information flow as quickly as possible, it is important to establish trust relationships, and there is a tendency to display more integrative behavior. Examples are Greece, Portugal, Japan, and South Korea In cultures with low uncertainty avoidance, there is less need to establish permanent relationships and they may be less willing to trust others, and there is a probability to display less integrative negotiation behaviors. Examples are Scandinavia, the US, Singapore

Question 31

Explain the most central negotiation differences in 'Individualism versus collectivism'. Give examples of cultures

Answer 31

Negotiators from individualistic cultures prefer to make decisions for themselves, they do not require a prior relationship of trust to negotiate, and they display more competitive negotiation behavior. Examples are the US, the UK, Germany, Scandinavia, Negotiators from collectivist cultures make decisions by consensus, they do not feel comfortable in a conflictive atmosphere, they subordinate individual interests to those of the group, they need to establish a trust relationship pre-negotiation, and they display integrative negotiation behavior. Examples are most Asian countries, most South American cultures, and most Arabic cultures

Question 32

Explain the differences in negotiation behavior in 'Masculinity versus Femininity'. Give examples of cultures

Answer 32

In masculine cultures, men express more competitive behavior and women express more integrative behavior. Examples are Japan, Austria, Venezuela, Mexico In feminine cultures, both men and women express more integrative behavior. Examples are Scandinavia, Holland, France

Question 33

Explain 'Long-term versus Short-term orientation'. Provide exmaples of cultures

Answer 33

Every society has to maintain some links with its own past while dealing with the challenges of the present and the future. Societies prioritize these two existential goals differently. Societies who score low on this dimension (short-term oriented), for example, are focused on the present or past and consider them more important than the future. The way of thinking is "I would rather have it now than later". Examples are Scandinavia, Argentina Those with a culture which scores high (long-term oriented), on the other hand, are focused on the future. Persistence, perseverance, savning, and being able to adapt are valued. The way of thinking is "I can wait to have it later instead of now". Examples are most Asian cultures, Germany

Question 34

Explain 'Indulgence versus Restraint'. Provide examples

Answer 34

Indulgence stands for a society that allows relatively free gratification of basic and natural human drives related to enjoying life and having fun. Restraint stands for a society that suppresses gratification of needs and regulates it by means of strict social norms. Examples of indulgent cultures are Australia, Canada, the US, and many African countries Examples of restraint cultures are most Asian countries

Question 35

Explain the differences between high-context and low-context cultures by Hall (1976) and provide examples of cultures

Answer 35

In high-context cultures, meaning is not always put in words (implicit meaning), meaning depends on the context, non-verbal communication is essential, and the culture is relationship-centered. Examples are Japan and China In low-context cultures, meaning is put into words, verbal communication is essential, and the culture is task-centered. Examples are Germany, the US, Scandinavia, and most non-southern European countries

Question 36

What is the difference between monochronic and polychronic cultures? Provide also examples of cultures

Answer 36

In Monochronic cultures, punctuality is critical; schedules are set in concrete, agendas are fixed, and business meetings are rarely interrupted. Examples are Nordic and Germanic countries, North America, Japan In Polychronic cultures, people and relationships are more important than agendas. There is less emphasis on strict punctuality; there is no obsession with deadlines. At business meetings, several meetings-within-meetings may take place simultaneously. Examples are Spain, Italy, Portugal, Arab world, Africa, South America, South and Southeast Asia. There are also intermediate cultures, such as Australia, New Zealand, Russia, Eastern-Central Europe, Singapore, Southern Europe, China, Singapore

Question 37

In terms of language (communication styles), it can be either....?

Answer 37

Direct or Indirect

Question 38

Name the 5 dimensions of the Cultural Classification Model by Copeland & Schuster, 1995

Answer 38

``` Timing pattern Relationships Communication Concessions Decision making ```

Question 39

Define the technical capabilities of a 'license

Answer 39

Establishment in a receptive business enterprise (licensee) a technical capability presently lacking and which is denied to it for want of enabling knowledge or necessary permissions which another enterprise (licensor) can supply The prospective technical capability might be - Making a new or improved product (for use or sale) - Making an existing product in a new or improved way - Providing a new or improved technical service

Question 40

Name some scope issues related to negotiating patent licenses

Answer 40

Should it be exclusive in respect of manufacture or both manufacture and sales? Should the license be sole (no other licensee to be appointed)? Should it be non-exclusive (the patentee can license others as he wishes)? Will license grants only be perfected when a down-payment is made?

Question 41

What are the three types of licenses?

Answer 41

Patent-only license A knowhow only license A combined knowhow-patent license

Question 42

Name some characteristics of joint ventures, as well as the international types of joint ventures

Answer 42

They are finitie They affect one part of the total business activity of the partners It is an explicit agreement They search for common goals Loss of some organizational autonomy Legal independence and strategic sovereignty remain Interdependence between companies The types are non-subsidiary (fifity-fifty or unequal equity) and subsidiary of multinational companies

Question 43

What are the key aspects of negotiation in international joint ventures?

Answer 43

Creation of an IJV is an arduous and risky process (high level of failure) It is added the complexity of the participation of partners from different national cultures Primary difficulties: Choice of partner(s), Agreeing on the methods for running the negotiations, On the methodological organization of the steps involved in the negotiations

Question 44

What is the difference between negotiation strategy, tactics, and behavior?

Answer 44

Strategy = The overall guideline or the pre-set gameplan that negotiators actively choose to reach the objectives Tactics = If strategy is the thought, then tactics are its formulation. They are the communicative behaviors that operatize the strategy in the negotiation process Behavior = A set of tactics. The implicit verbal and non-verbal communication that are not directly intentional (contrary, tactics are behavior that is explicit in nature)

Question 45

Describes a competitive, win-lose situation

Answer 45

Bargaining

Question 46

What should a negotiator do to manage the pre-negotiation stage?

Answer 46

1. Identify the contents of the deal 2. Create alternatives 3. Put yourself in the others' shoes 4. Gauge the appropriateness of the message 5. Build up relative power

Question 47

What are the differences between hard/tough, soft, and intermediary strategies?

Answer 47

In tough strategy, a party starts with a very high initial offer and remains firm on its offer and expects the other party to make the first concession In soft strategy, a party does not start with a very high initial offer and makes the first concession in the hope that the other party will reciprocate In intermediate strategy, a party does not start with a very high initial offer and as soon as an offer is made which is within its realistic expectations, it accepts it

Question 48

When is a concession made?

Answer 48

When one party agrees to make a change in his/her position

Question 49

What are immediate factors?

Answer 49

Factors in which the negotiators have influence on and some control over Examples are: - Relative bargaining power - Levels of conflict - Relationship between negotiators - Desired outcomes - Immediate stakeholders