In the 20th century, negotiation research has investigated a vast array of topics.
This chapter is a focused, not an exhaustive, review of research on the relationships between negotiation strategy, outcomes, and culture. We open by defining negotiation strategy and explaining why a critical outcome of negotiation—joint gains—is important.
Next, we review the literature through four lenses, each encompassing a distinct set of theorizing and research in negotiation strategy: The outcome lens includes the foundational theories of negotiation strategy; the process lens identifies the behaviors underlying these negotiation strategies; the cultural lens extends the process lens beyond its North American origins; and the time lens examines negotiation strategy as it unfolds and transitions. Table 11.1 summarizes these four lenses. Our review reveals not only common ground across the lenses but also a number of gaps and inconsistencies that we address in a concluding theoretical integration that aims to bridge these differences, unify the domain, and set the stage for future research. Throughout the review, we illustrate the four lenses with reference to a real world example: the sale of IBM’s $1.75 billion PC-manufacturing business to the Chinese company Lenovo (Spooner & Kanellos, 2004).
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