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Negotiation
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Table of Contents

Part 1: Negotiation Fundamentals1.The Nature of Negotiation 2.Strategy and Tactics of Distributive Bargaining 3.Strategy and Tactics of Integrative Negotiation 4.Negotiation: Strategy and Planning Part 2: Negotiation Subprocesses5.Perception, Cognition, and Emotion 6.Communication 7.Finding and Using Negotiation Power 8.Influence 9.Ethics in Negotiation Part 3: Negotiation Contexts10.Relationships in Negotiation 11.Agents, Constituencies, Audiences12.Coalitions13.Multiple Parties and TeamsPart 4: Individual Differences14.Individual Differences I: Gender and Negotiation15.Individual Differences II: Personality and AbilitiesPart 5: Negotiation across Cultures16.International and Cross-Cultural NegotiationPart 6: Resolving Differences17.Managing Negotiation Impasses18.Managing Negotiation Mismatches19.Third Party Approaches to Managing Difficult NegotiationsPart 7: Summary20.Best Practices in NegotiationsBibliographyName IndexSubject Index

About the Author

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. 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 (20022003), and a past chair of the Academy of Management Conflict Management Division.

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