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The purpose of this paper is to argue that the adaptation of the principled negotiation approach within organizations demonstrates similarities with the adaptation of evidence-based management and is the result of cognitive biases and cultural values instead of specific and conscious choices within the adopted negotiation style.

The adaptation of principled negotiation and evidence-based management are considered as a lack of willingness to be innovative at the organizational level, and when these ideas are introduced will meet resistance.

The analysis of the principled negotiation approach as an approach which – similar to evidence-based management – is vulnerable to cognitive biases and cultural values offers a solution on how to effectively adapt this approach within organizations.

Implications for research include a research design to test the assumptions of this paper to consider principled negotiations and evidence-based management approaches as innovative approaches.

Organizations and decision makers within organizations can benefit from the analysis in this paper.

Companies and parties in a negotiation phase can benefit from the analysis by paying attention to the cognitive biases and cultural values of the other parties rather than paying attention to the first offer and the choices made in the negotiation.

This is the first paper to analyze principled negotiations from an evidence-based management perspective.

This paper seeks to describe the concept and practice of “principled negotiations” as applied to collective bargaining, within the context of Philippine and other international experiences. The intervention strategy utilized in the actual cases provided valuable lessons and insights, where negotiators learned how to avoid unintended and unnecessary break‐offs in real bargaining situations. For prospective negotiators preparing for collective or other bargaining in the future, the approach can be helpful in paving the way for effective mutually satisfying negotiations.

The purpose of this paper is to investigate the implicitly assumed universality of the best seller negotiation literature Getting to Yes by Roger Fisher and William Ury.

Existing cross-cultural negotiation literature was systematically searched for findings indicating either a higher or lower likelihood of successfully applying the authors’ advice in different cultural environments, as defined in the Hofstede framework or The Globe Study. The findings were aggregated, categorized into a matrix, synthesized and analyzed.

This paper finds that the assumed universality of the method of Getting to Yes and its single principles is not supported by research. Instead, a dichotomy of the four principles’ applicability along the Individuality dimension of Hofstede was found. Hence, the western orientation of Getting to Yes is reality, inhibiting its use in non-western cultures. However, in one principle – Invent options for mutual gain – the findings refute a successful application in western cultures. Additional findings and research gaps are presented.

Practitioners should apply Getting to Yes with caution, if at all, in a non-western environment. For the teaching of negotiations, alternative approaches for conducting negotiations in the non-western world are needed.

Although widely used in research, scholars only addressed sporadic comments concerning the limitations of Getting to Yes across cultures. Often the universality of Getting to Yes is either implicitly or explicitly assumed in research and practice. This paper approaches this topic systematically by providing evidence that Getting to Yes is not universal and conceptually sees negotiations through a western shaped perspective that provides considerable implications for research, practice and teaching.

Examines the task of preparing for negotiation, making the distinction between preparation for handling the issue and giving consideration to the process itself. Data from 28 negotiation simulations suggest that negotiators will tend to take a position‐based approach on the issue, but at the same time will try and establish orderly if not co‐operative forms of interaction. Suggests some practical implications, the principal one being that more attention could usefully be given to behavioural aspects of the process rather than concentrating on issue‐based strategies when preparing for a negotiation.

This paper aims to examine how libraries can create relative bargaining power and presents a methodology for analyzing collections and preparing for negotiations.

A brief literature review of the current state of collection budgets and electronic resource prices is presented prior to proposing a methodology based on business analysis frameworks and techniques.

Electronic resource subscription prices are increasing at a rate significantly higher than inflation, while collection budgets grow slowly, remain stagnant or decrease. Academic libraries have the ability to counteract this trend by creating relative bargaining power through organizational efforts that take advantage of size and concentration (e.g. consortia), vertical integration through practices such as library publishing and open access and through individual efforts using information. This paper proposes metrics and methodologies that librarians can use to analyze their collections, set negotiation priorities and prepare for individual resource negotiations to create relative bargaining power.

The proposed methodology enables librarians and buyers of information resources to harness the information available about their electronic resource collections to better position themselves when entering negotiations with vendors.

This paper presents metrics, some not commonly used (i.e. average annual price increase/decrease), that aid in understanding price sensitivity. Pareto analysis has been traditionally used to analyze usage, but this paper suggests using it in relation to costs and budgets for setting negotiation priorities.

The acceleration of globalized commerce and economic activities has meant that conventional and Shariah (Islamic law) compliant organizations transact and negotiate among themselves. Therefore, this study aims to explore the concept of corporate negotiation and the communicative principles that guide the negotiation process among Shariah-compliant organizations.

The study uses a qualitative method through an inductive interpretative approach by conducting 20 in-depth interviews among four groups of experts. These consist of three muftis, ten academicians in Islamic assets, finance and asset jurisprudence; three practitioners in charge of inter-organizational negotiation and decision-making; and four shariah board members of selected Islamic banks.

The findings reported that business negotiation is used by Islamic organizations for reconciliation, consultation, resolving disagreements and as a means of achieving spiritual satisfaction. Furthermore, the key communicative principles of the negotiation process consist of the credibility of informational exchange, flexible interactions and the openness and truthful disclosure of information.

The empirical data discussed in this study supports the claim that macro-environmental factors and social and cultural values should be considered when examining business negotiating behaviors. However, this study focuses only on the banking/service organization negotiation. Therefore, future research should focus on the Islamic negotiation process in the context of diplomatic and international relations.

The findings reported in this study offer insight for negotiators operating among Islamic organizations to understand the principles and process of negotiation in the purview of Shariah standards and principles.

In terms of theoretical implications, this study reveals a clear conceptual difference between the conventional concept and the Islamic perspective of corporate negotiation. Also, this study highlights the impact of organizational culture, specifically Islamic management strategies, on the business negotiation process and business communication principles.

Uses the distinctions Max Weber draws between means and ends of economics and politics in Economy and Society to explore why the discussion of ends may be neglected in current conversations on privatization and reinvention. Includes a discussion of possible relationships between public and private based on Weberian concepts of the life spheres of politics and economics and the contrasting types of status and purposive contracts. Suggests that to increase emphasis on ends, as well as means, public dialogue should focus on giving an account as well as on holding organizations to account. For public management to focus on giving an account, more attention needs to be given to appreciating a public law framework, understanding the relationships in different types of contract, and creating conditions favourable to communicative rationality.

This paper introduces the concept of business diplomacy as a way to implement values‐based, ethical leadership. Drawing on the Japanese concept of kyosei, business diplomats take responsibility for themselves and others and treat people with respect and kindness while they simultaneously attempt to be entrepreneurial, add business value, and make a profit. This paper reviews the strategies and tactics of business diplomacy and provides case examples of how to be diplomatic and ethical in difficult situations. The paper concludes with recommendations for how to establish an organizational culture based on business diplomacy.

Mediation aims at resolving conflict through negotiation. This negotiating aspect of mediation makes it very suitable for business conflicts. Yet European business stands aside and appears to be averse to this specific dispute resolution mechanism. As research shows, part of the problem is the poor knowledge and wrong (‘soft’) perception business people have of mediation. In this chapter we want to explain how mediation really works and how it can benefit businesses. We also suggest what could and should be done to further stimulate business mediation in the EU. Finally, we conclude that when businesses decide to choose mediation as the way of resolving their disputes, they show the desire to work towards Peace.

Negotiations are an essential part of all professional activity, and for French town planners there are particular benefits that can be achieved by more effective performance in negotiating. However, teaching the skills to operate in a discretionary system is not common in the initial education of town planners. This paper aims to set out the author’s ideas and illustrate how this approach is grounded in theory and related to planning practice.

The subject of negotiating skills is set within the context of implementation studies and the paper focuses on the concept of integrated bargaining as the appropriate approach. The research consisted of the observation of student negotiating in role‐play exercises.

The effectiveness of the inclusion of negotiation skills in the curriculum has not been systematically measured, but anecdotal support from former students is strong. In addition, those students frequently offered the training course as practitioners as their careers progress often express a realization of the importance of greater awareness and skills in this area. Finally, it is evident that the professionals' value negotiation training, as this short course is the one most frequently runs in over six years of experience and one of those most frequently.

Alternative dispute resolution (ADR) is now rising up the agenda of the legal profession in France and in Europe. The message seems clear to us: whether one's interest is in implementation or simply dispute resolution, planning students and practitioners should be equipped with the knowledge, understanding and skills of negotiation.