From the vast research literature on organizational conflict and conflict resolution, this review identifies 44 major models in the area of conflict, negotiation, and third party processes (e.g. mediation and arbitration). Each of the models is described, categorized as descriptive or normative, and evaluated with respect to empirical support. Discussion of these models surfaces a number of significant, but often implicit assumptions about conflict and its management; insufficient bridging between descriptive and normative endeavors; and an extreme emphasis on model creation over model testing.

International negotiations between organizations project a complexity that makes them a challenge to describe, explain and improve. Their many elements and dynamics challenge especially those researchers and practitioners who seek a comprehensive yet essential understanding of these negotiations. Toward that end, this article develops a new analytic perspective that focuses on three key facets of negotiation—parties' Relationships, parties' Behaviors, and influencing Conditions (RBC)—and their basic B → R → C → B interaction. The first section defines international business negotiation, targets the subset of complex, interorganizational negotiations, presents as an example the 1985–86 CGE-ITT telecommunications merger, and considers the partial views of the merger talks provided by existing frameworks. Several reasons then enumerated underscore the need for and potential value of an inclusive, generally applicable perspective for complex negotiations. The RBC Framework, coupled with the Basic Model, are presented in detail, with each key facet defined, illustrated, and supported with references from diverse literatures. The Relationship and Behavior facets incorporate multiple levels of analysis (organizational, group and individual). Conditions encompass four types (circumstances, capabilities, cultures and environments). A temporal dimension completes the framework. The last section of the paper proposes empirical and practical applications of this perspective to international business. The former includes question-asking, model-building and testing, and cumulation of knowledge, and the latter, making sense of myriad details and identifying potential points of influence on counterparts. In these ways, the RBC Perspective integrates existing knowledge and will stimulate future work in the field.

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A mega-simulation is a complex-negotiations teaching exercise involving complicated issues and challenging conditions that is undertaken by three or more teams of students. In this article, I draw on two decades of teaching with mega-simulations in international business negotiation courses to discuss potential learning goals for this type of experiential exercise, effective ways to organize the experience, challenges for the instructor, and the distinctive educational benefits that justify the substantial investment of time and resources required to implement these mega-simulations. These simulations can help students to develop greater sophistication in basic negotiation skills, become more extensively exposed to complex skill sets, and develop a deeper understanding of negotiation subject matter and complex processes than they would by conducting standard role plays. Mega-simulations offer major opportunities for students to move to advanced levels of negotiation skill not just in international business, but in diplomacy, law, engineering, and a host of other professional arenas.

Research on international business negotiation has been underway for 35 years. It has developed within two major paradigms: the macro-strategic, which focuses on organizational wholes, and the micro-behavioral, which focuses on individuals. The former further divides into business-government relations and interfirm relationship streams, while the latter branches into comparative and intercultural studies. While this article summarizes these bodies of literature, its main purpose is to offer a critique of this research, consider its contribution to practice and to the field of international negotiation, and stimulate ideas for future research.