Major changes within and between organizations are now generally negotiated by the parties that have a stake in the consequences of the changes. This was not always so. In 1965, with A Behavioral Theory of Labor Negotiations, Richard Walton and Robert McKersie laid the analytical foundation for much of the innovation in the practice of negotiation that has occurred over the last thirty-nine years. Since that time, however, the field has undergone significant changes, and Walton and McKersie's ideas have been applied to a wide variety of situations beyond labor negotiations. Negotiations and Change represents the next generation of thinking. Experts on negotiations, management, and organizational behavior take stock of what has been learned since 1965. They extend and apply the concepts of Walton and McKersie and of other leaders in the study of negotiations to a broad range of business, professional, and personal concerns: workplace teams, conflict management systems, corporate governance, and environmental disputes. While building on those foundations, the essays demonstrate the continued robustness and relevance of Walton and McKersie's behavioral theory by suggesting ways it could be used to improve the management of change. Returning to its roots, the volume concludes with a retrospective by Richard Walton and Robert McKersie.

In the global marketplace, negotiation frequently takes place across cultural boundaries, yet negotiation theory has traditionally been grounded in Western culture. This book, which provides an in-depth review of the field of negotiation theory, expands current thinking to include cross-cultural perspectives. The contents of the book reflect the diversity of negotiation—research-negotiator cognition, motivation, emotion, communication, power and disputing, intergroup relationships, third parties, justice, technology, and social dilemmas—and provides new insight into negotiation theory, questioning assumptions, expanding constructs, and identifying limits not apparent from working exclusively within one culture. The book is organized in three sections and pairs chapters on negotiation theory with chapters on culture. The first part emphasizes psychological processes—cognition, motivation, and emotion. Part II examines the negotiation process. The third part emphasizes the social context of negotiation. A final chapter synthesizes the main themes of the book to illustrate how scholars and practitioners can capitalize on the synergy between culture and negotiation research.

Negotiation is the most important skill anyone in the business world can have today, because people must continually negotiate their jobs, responsibilities, and opportunities. Yet very few people know strategies for maximizing their outcomes in everyday and in more formal business situations. This volume provides a comprehensive overview of this emerging topic through original contributions from leaders in social psychology and negotiation research. All topics covered are core to the understanding of the negotiation process and include: decision-making and judgment, emotion and negotiation, motivation, and game theory.

Includes bibliographical references and index.

Uniquely integrative and authoritative, this volume explores how advances in social psychology can deepen understanding and improve treatment of clinical problems. The role of basic psychological processes in mental health and disorder is examined by leading experts in social, clinical, and counseling psychology. Chapters present cutting-edge research on self and identity, self-regulation, interpersonal processes, social cognition, and emotion. The volume identifies specific ways that social psychology concepts, findings, and research methods can inform clinical assessment and diagnosis, as well as the development of effective treatments. Compelling topics include the social psychology of help seeking, therapeutic change, and the therapist–client relationship.

This volume brings together leading research articles in to the theory, research findings and applications of modern dispute resolution. The articles relate to a wide variety of settings and cover the primary processes of negotiation, mediation and arbitration, as well as exploring combinations and hybridization of those processes. Also included are articles on the search for 'value-added' or 'pie-expanding' creative solutions; the choosing of strategies, based on game theory, economics and social and cognitive psychology; how foundational theories have been altered or modified, depending on contexts, and numbers of parties and issues; and what issues are raised by the 'privatization of justice'. The articles span both the 'science' and 'art' of dispute resolution, consider the relationship of peace to justice and include both empirical (descriptive) and normative (prescriptive) assessments of how these processes of dispute resolution function.

The theoretical foundations of management strategy are identified and outlined in this text. Five theories are considered in the light of questions about how organisations operate efficiently, cost minimization, wealth creation, individual self-interest, and continued growth.