Managing Negotiations

Drawing on seven cases from around the world, this book examines well-known negotiations that took place in international business and government. Each case reconstructs a real bargaining situation and uses it to show where established negotiation theory meets practice, and where negotiators tend to go wrong.

The scope is broad. The cases cover corporate mergers and acquisitions, collective bargaining between employers and unions, diplomatic treaties between nations, and international free trade agreements. Throughout, the authors connect academic models of negotiation management to the complications negotiators actually face, highlighting both effective tactics and common mistakes.

Each case opens with an overview that sets out three central objectives and closes with the main lessons drawn from it, followed by reflective questions designed for classroom discussion.

The book is intended as a casebook for postgraduate, MBA and executive education courses in negotiation and strategic management. Professionals working in contract management, negotiation and procurement will also find it useful.