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The distributive knot: negotiators’ responsibility to untie complex demands

The distributive knot: negotiators’ responsibility to untie complex demands PurposeThis article aims to explore the fundamental negotiation structure as a demand/response dynamic. It tests it in a complex business system, where a manager as a negotiator is confronted with multiple demands or pressures at different levels from a variety of stakeholders, both external and internal.Design/methodology/approachBased on concrete examples from the automotive industry, it presents an analytical framework to tackle all negotiation interactions.FindingsThis article suggests that it is possible to describe all negotiation interactions, whether they are simple or complex, through a demand/response framework.Originality/valueThis contribution examines a fundamental structure for negotiation responsibility – the demand/response dynamic – defining the mission of any negotiator in deal-making or dispute resolution as to try to supply a response to the expressed crossed demands. Second, the proposed theoretical model of demand/response is transposed and tested in a managerial system where a sales negotiator is confronted with demands from more sources, both external and internal, with the responsibility to satisfy as best as possible the various stakeholders and the capacity to address each of them with different moves. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business & Industrial Marketing Emerald Publishing

The distributive knot: negotiators’ responsibility to untie complex demands

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0885-8624
DOI
10.1108/JBIM-11-2015-0229
Publisher site
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Abstract

PurposeThis article aims to explore the fundamental negotiation structure as a demand/response dynamic. It tests it in a complex business system, where a manager as a negotiator is confronted with multiple demands or pressures at different levels from a variety of stakeholders, both external and internal.Design/methodology/approachBased on concrete examples from the automotive industry, it presents an analytical framework to tackle all negotiation interactions.FindingsThis article suggests that it is possible to describe all negotiation interactions, whether they are simple or complex, through a demand/response framework.Originality/valueThis contribution examines a fundamental structure for negotiation responsibility – the demand/response dynamic – defining the mission of any negotiator in deal-making or dispute resolution as to try to supply a response to the expressed crossed demands. Second, the proposed theoretical model of demand/response is transposed and tested in a managerial system where a sales negotiator is confronted with demands from more sources, both external and internal, with the responsibility to satisfy as best as possible the various stakeholders and the capacity to address each of them with different moves.

Journal

Journal of Business & Industrial Marketing – Emerald Publishing

Published: May 2, 2017

References

  • The generalized and the concrete other: the Kohlberg-Gilligan controversy and feminist theory