2017
DOI: 10.1111/ncmr.12106
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Approaching Negotiation at the Organizational Level

Abstract: How can an organization improve its negotiation skills? The following article aims to answer this question by investigating how, and why, an organization's negotiation capability should be developed. We propose a four‐level Organizational Model of Negotiation (OMoN), in which the individual level (I) concerns how people interact at the negotiation table; the linkages level (II) concerns how different negotiations impact one another; the infrastructure level (III) concerns how an organization may organize its n… Show more

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Cited by 15 publications
(28 citation statements)
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References 79 publications
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“…Collaborative familiness can be considered as the constellation of primary resources that nourish the adoption of constructive conflict management in family firms. According to a resource-based view (Barney, 2001), collaborative familiness will contribute to the development of constructive conflict management capability in family firms, in line with other authors who have considered negotiation as an organizational capability (Borb ely & Caputo, 2017).…”
Section: Discussionsupporting
confidence: 62%
“…Collaborative familiness can be considered as the constellation of primary resources that nourish the adoption of constructive conflict management in family firms. According to a resource-based view (Barney, 2001), collaborative familiness will contribute to the development of constructive conflict management capability in family firms, in line with other authors who have considered negotiation as an organizational capability (Borb ely & Caputo, 2017).…”
Section: Discussionsupporting
confidence: 62%
“…The dyadic level of analysis, often conglomerated into the term “interpersonal conflict” (Barki & Hartwick, ), was assumed to represent all organizational conflict. More recently, drawing on the strategy field, Borbély and Caputo () have shifted analysis of negotiation to include negotiation at the organizational level.…”
Section: Dyadic or Organizational Conflict?mentioning
confidence: 99%
“…Borbély and Caputo () suggest that while focusing on what is going on at the table is important, it is only one out of a number of important frames of observation, from the perspective of organizations who send representatives out to negotiate on their behalf. Whereas this frame has thus far captured most of the attention of the negotiation field, zooming out from the table uncovers other critical areas these organizations need to pay attention to and develop: Linkages between different negotiations the organization is conducting concurrently or sequentially, the overall organization of an organization's negotiation activities and functions, and the organization's overall negotiation capability.…”
Section: ‐D Papers In Briefmentioning
confidence: 99%