Negotiating and Resolving Conflicts in India

Rajesh Kumar and Anand Kumar Sethi

Chapter Chapter Nine in Doing Business in India, 2005, pp 130-139 from Palgrave Macmillan

Abstract: Abstract As we know, the ability to negotiate is an important managerial skill. Whether dealing with employees, external stakeholders, or other business partners, managers must possess the skill to negotiate effectively. Managerial effectiveness in negotiating will determine whether a joint venture deal is signed, or a valuable employee is retained by a company, even though he/she may have other more lucrative offers. Negotiation is most fundamentally a tool for resolving conflict when actors have goals that are partially congruent and partially conflicting. If there were complete goal congruency, there would be no need for negotiation and likewise if the goals were completely incongruent, there would be no basis for negotiation.

Keywords: Distributive Justice; Negotiation Process; Indian Negotiator; Indian Approach; Outcome Allocation (search for similar items in EconPapers)
Date: 2005
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-4039-8057-1_9

Ordering information: This item can be ordered from
http://www.palgrave.com/9781403980571

DOI: 10.1007/978-1-4039-8057-1_9

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().