The difference between auction and negotiation mechanisms has blurred with the arrival of the Internet and electronic commerce. The new media provide new opportunities and mechanisms to cooperate or to compete, taking advantage of computer power, the communication possibilities of the network, and the fact that millions of people and businesses are online simultaneously. We discuss the characteristics of different types of auctions and negotiations. We extend the discussion to combinations and hybrids of auctions and negotiations and their possible roles in e-commerce. 1.

The development of user-friendly negotiation support systems enabled negotiators to obtain advice directly from the system rather than via an intermediary. The emergence of e-commerce and the development of negotiating software agents further contributed to the automation of negotiation activities. These developments exposed inconsistencies in the descriptions of integrative and distributed negotiations. They also showed limitations of the existing modeling methods. These methods were designed to support negotiation experts who themselves had to make distinctions between distributive and integrative processes. Inconsistent descriptions and the lack of formal models that could be embedded in systems often contribute to a mechanical approach to negotiations compounding the difficulty in the design and development of software that can be used in real-life situations. The contradictions between the characteristics of integrative and distributive negotiations are discussed and assumptions for these two types as well as qualitative differences between them are proposed. Negotiation literature suggests that it is the negotiators ’ perception of the problem that leads to the their focus on either distributive or integrative conflict resolution. This may be the case for negotiations that are not supported with software. In case of the latter it is the design principles and information processing that that differentiates these two types of negotiations. Negotiation representation based on the information requirements for different types of conflict is proposed.

Three experiments explored the role of negotiator focus in disconnecting negotiated outcomes and evaluations. Negotiators who focused on their target prices, the ideal outcome they could obtain, achieved objectively superior outcomes compared with negotiators who focused on their lower bound (e.g., reservation price). Those negotiators who focused on their targets, however, were less satisfied with their objectively superior outcomes. In the final experiment, when negotiators were reminded of their lower bound after the negotiation, the satisfaction of those negotiators who had focused on their target prices was increased, with outcomes and evaluations becoming connected rather than disconnected. The possible negative effects of setting high goals and the temporal dimensions of the disconnection and reconnection between outcomes and evaluations are discussed. Given that so many important aspects of life depend on the outcomes of negotiations, it seems natural that people try to maximize their potential gains when negotiating with others. To procure beneficial outcomes, negotiators should set aggressive, motivating goals for themselves. In fact, many negotiators do set high goals (Kelley, 1966), and there is a relationship between the

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an earlier version of this paper, and to members of the Senior Teams Workshop and the Negotiations, Organizations, and Markets Seminar at the Harvard Business School for ideas and inspiration. We benefited from comments provided by three anonymous reviewers and the Editor of Leadership Quarterly. A DYNAMIC MODEL OF TOP MANAGEMENT TEAM EFFECTIVENESS: MANAGING UNSTRUCTURED TASK STREAMS Leadership research relating top management team demographics to firm performance has produced mixed empirical results. This paper suggests a new explanation for these inconsistencies. We first note that a given top management team (TMT) is likely to face a variety of different situations over time. Thus, while TMT demographic composition is relatively stable, the TMT task is dynamic and variable. In some situations, team members have similar information and interests (a symmetric distribution); in others, information or interests diverge (an asymmetric distribution). Based on team effectiveness theory, we then argue that, unless group process is managed accordingly, asymmetric distributions of situation-specific information and interests will reduce TMT decision-making effectiveness. We develop leader process choices to mitigate the potentially

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The advent of business-to-business (B2B) e-commerce market has created needs and opportunities for firms to negotiate deals online. Most negotiation support systems (NSS) in past research are text-based and the related findings could not be generalized to negotiating situations utilizing advanced electronic communication technology. This paper investigates the impact of NSS and conflict level on negotiation outcomes where participants communicated through a videoconferencing channel. Findings suggested that dyads with videoconferencing NSS support achieved higher joint outcome, but spent more time in reaching agreements - in low but not high conflict negotiation situation. Conclusion and implications were drawn.

Electronic meeting systems: win-win group decision making? (Current issues series) Includes bibliographical references. ISBN 0-88886-512-0 1. Electronic data processing and industrial relations. 2. Collective

I would like to express my sincere gratitude to my advisor, a man for whom I have the utmost respect, Professor Richard L. Jackson. It was an honour and a privilege to work with him, and I am so very fortunate to have him as a friend. I would also like to thank the Queen’s MIR Program for allowing me the opportunity to write this paper, and the SIR faculty for enhancing my understanding of the many elements of industrial relations that informed this paper. Industrial Relations Centre i This paper analyzes the workings of the collective agreement that governed the relationship between the National Hockey League and its Players ’ Association from the 1994-95 season until 2004. By examining the elements and processes of the collective agreement, the nature of negotiation, and the roles of agents, owners, general managers, and arbitrators, some insight has been achieved with regard to understanding the significant increases in player compensation that occurred over that ten-year period, setting the stage for the 2004-05 negotiations and season-long lockout. Industrial Relations Centre ii TABLE OF CONTENTS ACKNOWLEDGEMENTS................................................................................................. i

Document complet disponible sur OLIS dans son format d'origine Complete document available on OLIS in its original formatDELSA/ELSA/WD/SEM(2003)10