FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W3121456596> ?p ?o ?g. }

• W3121456596 endingPage "125" @default.
• W3121456596 startingPage "109" @default.
• W3121456596 abstract "ABSTRACTConflicts are an ever present reality; and, we see that with an increase in psychological maturity at workplaces, conflicts are increasingly being handled through negotiations. While contemporary literature and tools deal with negotiating strategy, tools and techniques, what they miss out on is negotiating The primary premise of this paper is that behind these tools used in negotiations, is the individual ability to grapple with such interactions. The paper draws from an earlier work on the morphology of dispute handling capability to generate items for negotiating ability. The research was carried out in three phases. In the first phase, thirty incidents of dispute from Mahabharata - an Indian epic about a war transcending human race and its complexities - were outlined and subsequently analyzed to draw insights into negotiating and the capability required to negotiate. In the second phase, thirty exploratory in-depth interviews were carried out with executives to obtain an insight into the concept of negotiating ability using the critical incident technique. In the third phase of the research, findings from the qualitative methods were validated through survey method. The emerging scale along with the sub- scales shows robust psychometric properties and is expected to be useful for academics and practitioners alike.JEL: M12, M14, M53KEYWORDS: Negotiation, Negotiating Ability, Scale DevelopmentINTRODUCTIONWe live in a volatile world where disputes of varying magnitudes and consequences abound and dispute handling capability appears to be a scarce commodity. It can be argued that disputes, if not handled well, could have far reaching consequences. On the other hand, well-handled disputes can have some positive outcomes as well. Conventional wisdom considers disputes as destructive; however, researchers (Pincus, 1986; Bendersky, 2003) consider them as opportunities to create awareness about problems, bring about organizational change, provide better solutions and improve internal management. Hellman (1993) perhaps brings out the dichotomy succinctly when he suggests that agreement is not necessarily good but then neither is disagreement especially when people disagree for the sake of disagreeing, as a way to assert themselves and to avoid feeling dominated. Researchers (Barker, Tjosvold, and Andrews, 1988; Lippitt, 1982; Schmidt, 1974; Sethi, 1977; Sayeed, 1990; Syeed, 1990; Walton and McKersie, 1965) have also indicated several dispute handling strategies employed by executives at an individual level. Justice research suggests that voice (Batt, Col vin and Keefe, 2002; McCabe and Lewin, 1992), through enhancement of procedural justice (Barry, 2000; Trevino, 1992), and fairness perceptions (Blancero, 1995; Mesch & Dalton, 1989; 1992; Naumann et al., 1995; Schwartz & Moayed, 2001) helps in minimizing and resolving issues causing disputes. Besides, based on the norms of reciprocity, perceived organizational support (Naumann et al., 1995) and the quality of leader member exchange (Cleyman et al., 1995) also assist in keeping dispute-causing issues to a minimum.While these are a few illustrations of how disputes could be handled, the focus of this study is not to examine these modalities. The focus of this study is on Negotiating Ability behind and beyond these methods premised on the assumption that it is this capability which is critical in choosing and deploying one or more of these methods. The following section reviews the literature on negotiating ability. The review is followed by a section on research methodology that outlines the three phases in which the research was conducted. The section on results and discussion provides the statistical analysis of the data and provides empirical support for the framework. Finally, the conclusion highlights the implications of the study for the academia and the practitioners, the limitations of the study, and the areas for future research. …" @default.
• W3121456596 created "2021-02-01" @default.
• W3121456596 creator A5006332021 @default.
• W3121456596 date "2013-07-01" @default.
• W3121456596 modified "2023-09-23" @default.
• W3121456596 title "The Measurement of Negotiating Ability: Evidence from India" @default.
• W3121456596 cites W1491087240 @default.
• W3121456596 cites W1508814161 @default.
• W3121456596 cites W1640177436 @default.
• W3121456596 cites W1968388220 @default.
• W3121456596 cites W1969003917 @default.
• W3121456596 cites W1978312304 @default.
• W3121456596 cites W1981286465 @default.
• W3121456596 cites W1986426009 @default.
• W3121456596 cites W1987115424 @default.
• W3121456596 cites W1996316716 @default.
• W3121456596 cites W2017576454 @default.
• W3121456596 cites W2018357890 @default.
• W3121456596 cites W2020638367 @default.
• W3121456596 cites W2021881410 @default.
• W3121456596 cites W2024166143 @default.
• W3121456596 cites W2025159250 @default.
• W3121456596 cites W2025847231 @default.
• W3121456596 cites W2027320617 @default.
• W3121456596 cites W2032648005 @default.
• W3121456596 cites W2034550784 @default.
• W3121456596 cites W2042580681 @default.
• W3121456596 cites W2047782109 @default.
• W3121456596 cites W2057513314 @default.
• W3121456596 cites W2062603212 @default.
• W3121456596 cites W2070388069 @default.
• W3121456596 cites W2082346285 @default.
• W3121456596 cites W2090375267 @default.
• W3121456596 cites W2095216279 @default.
• W3121456596 cites W2113435339 @default.
• W3121456596 cites W2145027295 @default.
• W3121456596 cites W2145778136 @default.
• W3121456596 cites W2149083532 @default.
• W3121456596 cites W2157087010 @default.
• W3121456596 cites W2313663002 @default.
• W3121456596 cites W2320071605 @default.
• W3121456596 cites W2332405590 @default.
• W3121456596 cites W2398384858 @default.
• W3121456596 cites W2412266605 @default.
• W3121456596 cites W2527896574 @default.
• W3121456596 cites W2802410694 @default.
• W3121456596 cites W2949744012 @default.
• W3121456596 cites W3126079441 @default.
• W3121456596 cites W391004960 @default.
• W3121456596 cites W2165049423 @default.
• W3121456596 hasPublicationYear "2013" @default.
• W3121456596 type Work @default.
• W3121456596 sameAs 3121456596 @default.
• W3121456596 citedByCount "0" @default.
• W3121456596 crossrefType "posted-content" @default.
• W3121456596 hasAuthorship W3121456596A5006332021 @default.
• W3121456596 hasConcept C111472728 @default.
• W3121456596 hasConcept C138885662 @default.
• W3121456596 hasConcept C144024400 @default.
• W3121456596 hasConcept C144133560 @default.
• W3121456596 hasConcept C15744967 @default.
• W3121456596 hasConcept C17744445 @default.
• W3121456596 hasConcept C199539241 @default.
• W3121456596 hasConcept C199776023 @default.
• W3121456596 hasConcept C205649164 @default.
• W3121456596 hasConcept C2778023277 @default.
• W3121456596 hasConcept C2778755073 @default.
• W3121456596 hasConcept C39549134 @default.
• W3121456596 hasConcept C58640448 @default.
• W3121456596 hasConcept C77805123 @default.
• W3121456596 hasConceptScore W3121456596C111472728 @default.
• W3121456596 hasConceptScore W3121456596C138885662 @default.
• W3121456596 hasConceptScore W3121456596C144024400 @default.
• W3121456596 hasConceptScore W3121456596C144133560 @default.
• W3121456596 hasConceptScore W3121456596C15744967 @default.
• W3121456596 hasConceptScore W3121456596C17744445 @default.
• W3121456596 hasConceptScore W3121456596C199539241 @default.
• W3121456596 hasConceptScore W3121456596C199776023 @default.
• W3121456596 hasConceptScore W3121456596C205649164 @default.
• W3121456596 hasConceptScore W3121456596C2778023277 @default.
• W3121456596 hasConceptScore W3121456596C2778755073 @default.
• W3121456596 hasConceptScore W3121456596C39549134 @default.
• W3121456596 hasConceptScore W3121456596C58640448 @default.
• W3121456596 hasConceptScore W3121456596C77805123 @default.
• W3121456596 hasIssue "4" @default.
• W3121456596 hasLocation W31214565961 @default.
• W3121456596 hasOpenAccess W3121456596 @default.
• W3121456596 hasPrimaryLocation W31214565961 @default.
• W3121456596 hasRelatedWork W1565742857 @default.
• W3121456596 hasRelatedWork W1596236361 @default.
• W3121456596 hasRelatedWork W167549373 @default.
• W3121456596 hasRelatedWork W169103157 @default.
• W3121456596 hasRelatedWork W1970255889 @default.
• W3121456596 hasRelatedWork W2042671247 @default.
• W3121456596 hasRelatedWork W2049858219 @default.
• W3121456596 hasRelatedWork W2159376667 @default.
• W3121456596 hasRelatedWork W2952516696 @default.
• W3121456596 hasRelatedWork W298400538 @default.

• next