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Historically, a transactional perspective has dominated the business negotiation literature. This perspective includes the notions that business negotiations are a linear process that follows episodic or stage models, business negotiations are geared toward an outcome in the form of a one-time transaction, business negotiations focus on a single negotiator or negotiation in a dyad and the research has historically viewed negotiation as a “zero-sum” game. Inspired by a long tradition of empirical studies of business relationships, there is good reason to apply a conceptual analysis to challenge these four assumptions and propose an alternative view on the negotiation process. The purpose of this paper is to contrast how aspects of business negotiations are commonly conceptualized with the industrial marketing and purchasing (IMP) perspective and develop propositions that will contribute to future research by offering guidelines for the development of business negotiation literature.

To contribute to a discussion on the relation between conceptualization and research results, definitions within the existing literature regarding business negotiation are contrasted with similar definitions of concepts from the IMP perspective.

Four propositions have been formulated that further the conceptual understanding of business negotiation. Moreover, a need for future methodological deliberations is demonstrated, and suggestions for future research in the field are offered.

Introducing a relational perspective into the conceptually rather underdeveloped stream of research would help to develop the existing critique within the business negotiation literature of its transactional, linear and dyadic focus.

With the globalization of trade and advancement of technology, diverse task groups are required to work together. With new models of teamwork, conflict will accelerate from a variety of sources as multicultural groups emerge. This article explores this problem and challenge by presenting contemporary research. The process model of conflict and the structural model will be examined as well as the cognitive and interactional theories of conflict to consider congruence with organization demands. Conflict in a multicultural task groups is discussed considering the six dimensions of culture as well as trust (mistrust) and communications (miscommunications). Diversity as an antecedent condition of perception of conflict is presented utilizing Hofstede’s classical research framework. A systematic process to diagnose as well as implement these strategies conclude this article in conjunction with the development of key behavioral skills and competencies to assess managers to deal with conflict, culture and change.

The purpose of this paper is to identify factors that facilitate individual knowledge sharing. Specifically, the authors investigated the roles of coworker support and individual characteristics, i.e., exchange ideology and learning orientation on knowledge sharing.

Data were collected from questionnaires distributed to employees and their direct supervisors in two companies in South Korea. Hierarchical regression analyses and simple slope test were performed to test the hypotheses.

Coworker support and learning orientation is positively but exchange ideology is negatively related to knowledge sharing. Furthermore, when coworker support is low, knowledge sharing is mainly dependent on each individual’s characteristics. However, when coworker support is high, employees showed high level of knowledge sharing irrespective of their individual characteristics.

This study suggested that the support from coworker as well as individuals’ characteristics plays an important role in determining their knowledge sharing behaviors. Moreover, the authors found the significant interaction effects of coworker support and individual characteristics on knowledge sharing, drawing on insights from trait activation theory.

For organizations to encourage individual knowledge sharing behaviors, they may need to maintain the work environment that encourages the peer workers to support each other.

Although many actions have been adopted to foster knowledge management in organizations, employees may still be reluctant to share their knowledge. This paper highlights not only the main effects of coworker support and individual differences but also the interaction effect between them in facilitating knowledge sharing.

The purpose of this paper is to explore interactional and procedural practices in managing tensions of coopetition (simultaneous collaboration and competition between firms).

Through an in-depth literature review of prior research within coopetition and strategy-as-practice fields, and by using two illustrative empirical examples, the authors develop a framework for preventing and managing coopetitive tensions through combinations of procedural and interactional practices.

The authors identify tensions related to strategizing, task and resource allocation, as well as knowledge sharing. Furthermore, they demonstrate potential ways of how these tensions can be prevented, resolved and managed.

The findings show that the analysis of tensions in coopetition would benefit from a holistic, multilevel approach that recognizes practices that are interactional (i.e. face-to-face interactions) as well as procedural (i.e. organizational routines). Coopetitive tensions and their resolution are related to the use or neglect of both types of practices. Furthermore, interactional and procedural practices are mutually interdependent and can complement each other in tension management in various ways.

The findings of this study shed light on the roles and activities of actual practitioners involved in coopetition, and shows how their work and practices in-use contribute to coopetition, related tensions and their resolution.

By adopting the strategy-as-practice approach, this study generates valuable insights into the practices and tensions in coopetition, as well as illuminates the roles of the practitioners involved in managing coopetition relationships.

The nascent behavioral supply management (BSM) research stream has raised the level of attention given to deviations from the standard assumptions of the rational paradigm in economics. The adaptation of cognitive heuristics, which add vulnerability to judgment and decision making, creates a pressing need to identify and develop mitigation strategies to debias decision making in the supply chain management environment. The purpose of this paper is to investigate debiasing measures, corresponding contextual variables in the supplier selection process, and their implications for financial decision effectiveness.

The authors used a large‐scale empirical survey among 306 buyers to investigate the relationships among individual and organizational contextual factors, debiasing measures in the supplier selection decision, and the financial effectiveness of the supplier selection decision.

It was found that organizational and individual contextual factors have differing effects on the use of debiasing approaches in the supplier selection decision. Further, the debiasing tactics can have a positive (in the case of supplier selection task decomposing) or a negative (in the case of an interactional challenging of the supplier selection) impact on the financial effectiveness of the supplier selection decision. These findings suggest that supply managers must better understand the contextual factors that influence the supplier selection decision, and carefully choose the correct debiasing tactics when selecting suppliers.

This paper relaxes the economic assumption of rational actors and addresses the need to identify and use debiasing tactics in supply chain management contexts. The research also complements the broader‐based behavioral decision‐making literature, which has often relied upon experimental methodologies that use undergraduate or MBA students, by employing a survey‐based approach with supply managers as key informants.

Based on social exchange theory and the norm of reciprocity, interactional justice has been proposed to be an important construct in explaining individual performance. However, meta-analytic results have noted the relationship is modest at best. The present study extends the understanding of the justice-performance relationship by empirically examining how interactional justice and political skill interactively influence contextual job performance. Focusing on interpersonal aspects of justice and performance, the paper proposes that the existence of interactional justice will only lead to improvements in interpersonally facilitative behavior if employees recognize this situation as an opportunity to invest their skill-related assets into the organization. The paper aims to discuss these issues.

Integrating research on political skill with social exchange theory, the current study contends that interactional justice stemming from the supervisor will likely lead to employees feeling obligated and/or wanting to help, cooperate, and consider others in the workplace. However, only employees with political skill will be able to recognize the conditions and act appropriately on these conditions. As such, this paper investigates the moderating role of political skill in the interactional justice-performance relationship. The paper used multi-source survey methodology and applied hierarchical moderated multiple regression analysis to test the hypotheses.

Results from 189 respondents indicated that interactional justice was more strongly related to supervisor-rated interpersonal facilitation when employees possessed higher levels of political skill. This suggests that when both interactional justice and political skill are high, the potential for interpersonal facilitation is also high. Conversely, when one or both are low, interpersonal facilitation is less likely.

Previous articulations and evaluations of the relationship between interactional justice, political skill, and interpersonal facilitation have omitted either situational determinants of motivation or individual differences in job-related skills. With the current study, the paper sought to address these omissions by exploring the interactive effects of interactional justice and political skill on interpersonal facilitation.

This research aims to separate the effect of a promise from an apology, examine interactional justice as a theoretical mechanism explaining the relationship between these accounts and post‐violation trust, examine how message content compares to the gesture of sending a message, and test offense severity as a moderator.

This study employed the Trust Game.

Results indicated significant apology × promise and apology × promise × offense severity interactions on interactional justice, and interactional justice fully mediated the relationship between promises and post‐violation trust.

Although this study was completed using a laboratory game with anonymous partners, results suggest that interactional justice provides a means for relationships to quickly get back on track after a violation. Specifically, promises provide “forward‐looking” information (trustworthy intent) and interpersonal sensitivity (demonstration of courtesy and concern) that enable interactional justice to affect subsequent trust.

These findings attest to the efficacy of clear accounts to foster interactional justice; in particular, apologies lead to higher interactional justice for less serious offenses. Furthermore, accounts that are “forward‐looking” lead to higher post‐violation trust via interactional justice perceptions.

Recent empirical studies suggest that apologies are associated with higher post‐violation trust, but, unlike this article, have not explicated this process or its boundary conditions.

In a simulated three‐issue organizational dispute, subjects were interrupted by a third party (their supervisor) who recommended—and eventually imposed—one of five different outcomes. Each outcome provided subjects the same overall payoff, though the arrangement of payoffs across each of the three issues varied. The design allowed us to evaluate four different perspectives regarding negotiators' perceptions of their outcomes. In addition, third parties provided justifications, apologies, or excuses for their actions. Fairness judgments and supervisory evaluations were most favorable when negotiators received an outcome reflecting favorable settlements on the majority of the issues, or the midpoint compromise; the least favorable reactions occurred when subjects received favorable outcomes on only their most important issue. Third parties who offered a justification for their actions were seen as fairer than those offering apologies or excuses. The findings reiterate the importance of considering both the symbolic characteristics of outcomes and the interactional justice inherent in different types of explanations.

If building and nurturing a learning organization is not a random chance, the question of where organizations should start is patent. Because learning culture is one of the core components of learning organizations, it is wondered how individuals and organizations contribute to this phenomenon. Under an interactional perspective, the authors explore the cross-dynamics between learning resources, structure and support (organizational level), and self-directed learning (individual level).

The authors conducted qualitative and exploratory research in Spring 2021 in France. They used semi-structured interviews with HRMs and a Delphi panel as the main instruments. This dual approach brings a reflexive and complementary dialogue to the research question.

The results show that non-learning organizations took advantage of the Covid-19 period. They created a learning biotope and fostered learning dynamics. Although this biotope acted as a learning marketplace and lacked guidance, individuals interacted with this learning biotope. They took learning initiatives and developed their self-directed learning. This understanding argues for constant interaction and co-influence between organizations and individuals to build and nurture a learning culture.

There is little discussion on how individuals and organizations contribute to building and nurturing a learning culture from an interactional perspective. Furthermore, literature on learning organizations considers self-directedness as a whole, considering self-directed learning as a characteristic and a process sharpens thinking. On methodological concerns, the authors used a dual qualitative approach with interviews and Delphi for the first time in research on learning organizations.

This paper aims to synthesize the services marketing and hospitality marketing literature, identify a gap in hospitality specific marketing models and develop the constituency model for hospitality marketing.

This study is a research through extensive review of relevant literature in hospitality marketing and services marketing.

This paper presents the constituency model of hospitality marketing which conceptualizes hospitality marketing activities as being predominately either external marketing (links between management and target market segments), interactional marketing (links between frontline providers and target market segments) or internal marketing (links between management and frontline providers). According to this model, each of these three areas has planning, implementation and control functions.

Builds upon the hospitality literature by presenting the constituency model.

Practitioners, marketers and academics in the field of hospitality will find this useful in guiding the future growth of hospitality marketing literature and related pedagogy. The aim of this paper is to stimulate dialogue regarding the dominant paradigm in the field.

This research examines the hospitality and services marketing and presents a new model for hospitality marketing.