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This study aims to examine the direct and indirect effects of self-efficacy, networking abilities and perceived employability on the negotiation of idiosyncratic deals (i-deals) between individual workers and their employers.

In total, 213 managerial professionals – a non-random sample – working for different small and medium-sized enterprises from several industries in Argentina were surveyed online. Hypotheses were tested using structural equation modeling.

The results revealed that self-efficacy and networking abilities exert an indirect effect on i-deal negotiation through perceived employability. Those individuals with higher levels of self-efficacy or greater networking abilities tend to develop more positive perceptions of their employability and, therefore, are more prompted to negotiate i-deals with their employers.

This research sheds light on the dynamics underlying the relationship of employees' characteristics and skills with i-deal negotiation. Besides, it provides further evidence that individual bargaining has become widespread in professional employment contexts, above and beyond the collective labor agreements that prevail in most Latin American countries.

Self-efficacy and networking abilities can be relevant individual factors in understanding i-deal negotiation, given that both shape employees' perceptions of employability.

Although the impact of employee characteristics and skills on the idiosyncratic negotiation of employment terms has been broadly recognized, scholars have called for further exploration of the mechanisms underlying this relationship. By simultaneously investigating the impact of self-efficacy, networking abilities and perceived employability on i-deals, this study provides a more comprehensive understanding of how an individual's personal characteristics and skills facilitate the idiosyncratic negotiation of employment terms.

Este estudio examina los efectos directos e indirectos de la autoeficacia, las habilidades de networking y la empleabilidad percibida en la negociación de acuerdos idiosincráticos (i-deals) entre los empleados, en forma individual, y sus empleadores.

213 gerentes profesionales – muestra no aleatoria – que trabajaban en PyMEs pertenecientes a diversas industrias en Argentina completaron encuestas de modo online. Las hipótesis fueron testeadas utilizando modelos de ecuaciones estructurales.

Los resultados revelaron que la autoeficacia y las habilidades de networking ejercen un efecto indirecto en la negociación de i-deals a través de la empleabilidad percibida. Aquellos individuos con niveles más altos de autoeficacia o mayores habilidades de networking tienden a desarrollar percepciones más positivas de su empleabilidad y, por lo tanto, están más dispuestos a negociar i-deals con sus empleadores.

Esta investigación contribuye a dilucidar la dinámica que subyace la relación entre las características y habilidades de los empleados y la negociación de i-deals. Asimismo, provee una evidencia adicional de que la negociación individual se ha extendido en contextos de empleo de tipo profesional, más allá de las negociaciones colectivas de trabajo que prevalecen en la mayoría de los países de América Latina.

La autoeficacia y las habilidades de networking pueden ser factores individuales relevantes para comprender la negociación de i-deals, siendo que ambos moldean la propia percepción de empleabilidad del individuo.

Aunque el impacto de las características y habilidades de los empleados en la negociación idiosincrática de los términos de empleo ha sido ampliamente reconocido en estudios anteriores, se ha planteado la necesidad de continuar examinando los mecanismos subyacentes a dicha relación. Al investigar simultáneamente el impacto de la autoeficacia, las habilidades de networking y la empleabilidad percibida en la negociación de i-deals, este estudio provee una comprensión más completa de cómo las características y habilidades personales del individuo facilitan la negociación idiosincrática de los términos de empleo.

This paper examines the relationship between timing of negotiations and idiosyncratic deals (i-deals) through the moderating effects of core self-evaluations (CSE), and between i-deals and employee reactions through the moderating effects of transformational leadership behaviour (TLB) in the Indian hospitality industry.

A total of 275 employees working in 39 companies responded to a self-administered questionnaire. To test the research hypotheses, the methodology of structural equation models was used.

The results show that the relationship between before hiring negotiations and i-deals is stronger for those individuals who had low self-worth, due to countervailing forces created by their belief that they may not be eligible for i-deals. In contrast, the relationship between after hiring negotiations and i-deals is stronger for those who had high self-worth, due to their belief that they were entitled to i-deals. Additionally, the research highlights that the relationship between i-deals and employee reactions is stronger for those organisations, which are high on TLB.

The data does not allow for investigating dynamic causal inferences, because they were collected using a questionnaire at a single point in time, and they were reported in retrospect, raising measurement concerns about recall bias.

From a managerial point of view, the findings of this study inform that in negotiating both employment conditions and work arrangements, organisations should try to achieve i-deals that are primarily flexibility focused, and that in increasing efficiency organisations should make the employees feel well supported in order to develop more confidence in deploying skills and abilities to address a more open view of their i-deals.

The study contributes to our understanding about the Indian hospitality industry by utilising the self-enhancement theory in examining whether individual differences moderate the relationship between the timing of negotiations and i-deals, and also by utilizing the social exchange theory to examine whether TLB moderates the relationship between i-deals and employee reactions.

A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.

We are negotiating all the time: with customers, suppliers, trade unions, our family ‐ indeed, all with whom we come into contact. In business, in particular, negotiation needs management. There are said to be eight stages in negotiation: prepare, argue, signal, propose, present the package, bargain, close and agree. At the proposal stage one must be clear about what one must achieve, what one intends to achieve, and what one would like to achieve. The approach to constructive and competitive negotiation, the role of consultation, how to cope with deadlock and conflict, cross‐cultural negotiation, and the art of compromise are reviewed. The development and use of teams in negotiation is also an important factor, needing careful assessment. Negotiation will nearly always involve conflict, but steps must be taken to ensure that the participants remain on friendly terms.

Serious negotiation begins when two parties are prepared to make an exchange for mutual advantage. Company A has something to offer Company B which Company B values more than Company A. Likewise, Company B has something to offer Company A which Company A values more than Company B. Reciprocation is possible. A successful negotiation can lead to the improvement in the conditions of both parties. There are usually five phases in any negotiation.

The purpose of this paper is to investigate the relationship between two sub-dimensions of a leader’s empathy (perspective-taking and empathic-concern) and successful authorization of idiosyncratic deals (developmental, location flexibility and schedule flexibility i-deals).

Structural equation modeling was conducted on the cross-sectional data collected from 307 managers working in software development and support companies located in major cities in India.

While empathic-concern is positively related to successful authorization of both developmental and flexibility i-deals, perspective-taking related positively to authorization of developmental i-deals and showed no significant relationship with flexibility i-deals.

The study reiterates the importance of empathy in modern workplaces and encourages managers to be conscious of their intelligence, as well as emotions, while participating in negotiations at the workplace.

The paper relates i-deals to sub-dimensions of empathy which is a previously unexplored antecedent to i-deals.

Drawing attention to the significant number of unsuccessful (abandoned) cross-border merger and acquisition (M&A) transactions in recent years, the purpose of this paper is to analyze three litigated cross-border inbound acquisitions that associated with an emerging economy – India, such as Vodafone-Hutchison and Bharti Airtel-MTN deals in the telecommunications industry, and Vedanta-Cairn India deal in the oil and gas exploration industry. The study intends to explore how do institutional and political environments in the host country affect the completion likelihood of cross-border acquisition negotiations.

Nested within the interdisciplinary framework, the study adopts a legitimate method in qualitative research, that is, case study method, and performs a unit of analysis and cross-case analysis of sample cases.

The critical analysis suggests that government officials’ erratic nature and ruling political party intervention have detrimental effects on the success of Indian-hosted cross-border deals with higher bid value, listed target firm, cash payment, and stronger government control in the target industry. The findings emerge from the cross-case analysis of sample cases contribute to the Lucas paradox – why does not capital flow from rich to poor countries and interdisciplinary M&A literature on the completion likelihood of international takeovers.

The findings have several implications for multinational managers who typically involve in cross-border negotiations. The causes and consequences of sample cases would help develop economy firms who intend to invest in emerging economies. The study also offers some implications of M&A for telecommunications and extractive industries.

Although a huge amount of extant research investigates why M&A fail to create value to the shareholders during the public announcement and post-merger stages, there is a significant dearth of research on the causes and consequences of delayed or abandoned national and international deals. The paper fills this knowledge gap by discussing an in-depth cross-case analysis of Indian-hosted cross-border acquisitions.

For managers and senior executives who find themselves negotiating with international partners who differ in terms of culture, communication style, time orientation, as well as personal and professional backgrounds, understanding the complex range of factors that impact intercultural business negotiations (ICBN) for short – is a fundamentally important skill.

This paper is based on an organised review of literature on culture and business negotiations in Usunier (2019), systematically examining the interface of culture with dispositional (e.g. negotiator’s gender) and situational variable (e.g. type of contract, one-shot versus repeated deals).

Empathy is not all, culture overlaps and interacts with other key negotiation variables. The paper derives a set of guidelines for effective ICBN.

Many approaches to ICBN emphasise culture as a stand-alone variable. The approach helps to avoid naïve behaviour and proposes a framework for linking cultural aspects to other major situational and dispositional variables in the ICBN process.

Idiosyncratic deals (i-deals) are employees’ proactive individualized negotiations with their employer for higher job autonomy corresponding to their competencies and values. The path to i-deals in the organization can commence with value-based human resource (HR) practices. The purpose of this paper is to investigate this path from value-based HR practices to i-deals through the mediating roles of corporate social responsibility (CSR), emotional intelligence (EI) and upward influence behaviors.

The hypothesized model was verified through the structural equation modeling-based analysis of cross-sectional data from 362 respondents from Vietnam-based software companies.

Research findings found value-based HR practices as the starting point of the path to i-deals, in which consecutive crucial milestones are ethical CSR, EI and organizationally beneficial upward influence behaviors.

I-deals literature, through this empirical inquiry, is further extended by discovering the socialized driving forces, such as CSR and EI, behind individualized i-deals.

The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating roles of human capital (gender and industry experience) and social capital (leader-member exchange (LMX)) in this relationship. Attitudinal outcomes of i-deals receipt are also examined.

Data were collected from 244 alumni of a Midwestern public university.

The positive relationship between i-deals request and receipt was stronger at higher than at lower levels of LMX. Receiving i-deals was related positively to job satisfaction and affective commitment, and negatively to turnover intention.

The authors provide a nuanced perspective of i-deals by separating employees’ request from their receipt of i-deals, and identifying contingent factors that determine whether i-deal requests are successful.

For employees, cultivating a strong relationship with one’s supervisor can yield benefits that extend to i-deals negotiation. Providing i-deals to deserving workers can boost employees’ work attitudes.

Previous studies have operationalized the i-deals construct as requesting and receiving the deal, thereby excluding the possibility that employees may have requested but did not receive the i-deal. This is one of the first studies to disentangle these two concepts, thereby providing a more balanced and representative view of i-deal-making in organizations.