Negotiations

Explore negotiation techniques that human resource managers employ in conflict settings. Specifically, you will examine literature that assesses how culture and gender affect negotiation situations and the methods used to facilitate a resolution.

Discuss the scope of the resource
Discuss the purpose and philosophical approach
Discuss the underlying assumptions
If referring to a research reporting article, present the methodology
Relate the resource to the body of resources you have consulted in this course
Discuss any evident limitations and opportunities for further inquiry

Articles

Feidakis, A., & Tsaoussi, A. (2009). Competitiveness, gender, and ethics in legal negotiations: Some empirical evidence. International Negotiation, 14(3), 537-570. Retrieved from the Walden Library databases.

This article discusses the role of gender legal in negotiations within competitive professions and their ethical implications.
Jiin-Song, T., & Chi, C. S. F. (2009). Influences of Chinese cultural orientations and conflict management styles on construction dispute resolving strategies. Journal of Construction Engineering & Management, 135(10), 955-964. Retrieved from the Walden Library databases.

This article investigates conflict management styles, dispute resolving strategies, and methods for resolving interpersonal conflict. The article also explores Hofstede’s cultural dimensions and how they may influence the selection of dispute resolving strategies in a construction industry.
Manrai, L. A., & Manrai, A. K. (2010). The influence of culture in international business negotiations: A new conceptual framework and managerial implications. Journal of Transnational Management, 15(1), 69-100. Retrieved from the Walden Library databases.

This article provides a conceptual framework for capturing culture’s influence in international business negotiations.
Warren, D. I. (1968). Power, visibility, and conformity in formal organizations. American Sociological Review, 33(6), 951-970. Retrieved from the Walden Library databases.

This article discusses the different qualitative leadership paradigms, personal power bases, and leader characteristics in formal organizations.
Book Excerpt

French, J. R. P., & Raven, B. H. (1959). The Bases of social power. In D. Cartwright (Ed.), Studies in Social Power (pp. 150-167). Ann Arbor, MI: University of Michigan. Retrieved from: http://www.communicationcache.com/uploads/1/0/8/8/10887248/the_bases_of_social_power_-_chapter_20.pdf.
Supplemental Resources

Articles

Miles, E. W. (2010). Gender differences in distributive negotiation: When in the negotiation process do the differences occur? European Journal of Social Psychology, 40(7), 1200-1211. Retrieved from the Walden Library databases.
Raven, B. H. (1993). The bases of power: Origins and recent developments. Journal of Social Issues, 49(4), 227-251. Retrieved from the Walden Library databases.
Raven, B. H. (2008). The bases of power and the power/interaction model of interpersonal influence. Analyses of Social Issues & Public Policy, 8(1), 1-22. Retrieved from the Walden Library databases.