Acuff, F. L. (2008) How to Negotiate Anything with Anyone Anywhere Around the World, Amacom, New York.Google Scholar

Adair, W. L. (2003) ‘Integrative Sequences and Negotiation Outcome in Same- and Mixed-Culture Negotiations’, International Journal of Conflict Management, 14, (3/4), pp. 273–96.CrossRefGoogle Scholar

Adair, W. L. and Brett, J. M. (2004) ‘Culture and Negotiation Processes’ in Gelfand, M. J.. and Brett, J. M. (eds) The Handbook of Negotiation and Culture, Stanford Business Books, Stanford, CA, pp. 158–76.Google Scholar

Adair, W. L. and Brett, J. M. (2005) ‘The Negotiation Dance: Time, Culture, and Behavioral Sequences in Negotiation’, Organization Science, 16, (1), pp. 33–51.CrossRefGoogle Scholar

Adair, W., Brett, J., Lempereur, A., Okumura, T., Shikhirev, P., Tinsley, C. and Lytle, A. (2004) ‘Culture and Negotiation Strategy’, Negotiation Journal, 20, (1), pp. 87–111.CrossRefGoogle Scholar

Adair, W. L., Weingart, L. and Brett, J. M. (2007) ‘The Timing and Function of Offers in U.S. and Japanese Negotiations’, Journal of Applied Psychology, 92, (4), pp. 1056–68.CrossRefGoogle ScholarPubMed

Amabile, T. M., Hadley, C. N. and Kramer, S. J. (2002) ‘Creativity Under the Gun’, Harvard Business Review, August, pp. 52–61.Google Scholar

Anton, R. J. (1990) ‘Drawing the Line: An Exploratory Test of Ethical Behavior in Negotiations’, International Journal of Conflict Management, 1, (3), pp. 265–80.CrossRefGoogle Scholar

Axlerod, R. (1990) The Evolution of Co-Operation, Penguin Books, London.Google Scholar

Bacharach, S. B. and Lawler, R. J. (1981) Bargaining, Jossey-Bass, San Francisco.Google Scholar

Bacon, N. and Blyton, P. (2007) ‘Conflict for Mutual Gains’, Journal of Management Studies, 44, (5), pp. 814–34.CrossRefGoogle Scholar

Barker, J. R. (1993) ‘Tightening The Iron Cage: Concertive Control in Self-Managing Teams’, Administrative Science Quarterly, 38, pp. 408–37.CrossRefGoogle Scholar

Barry, B. and Friedman, R. A. (1998) ‘Bargainer Characteristics in Distributive and Integrative Negotiation’, Journal of Personality and Social Psychology, 74, (2), pp. 345–59.CrossRefGoogle Scholar

Barry, B., Fulmer, I. S. and Kleef, G. A. (2004) ‘I Laughed, I Cried, I Settled. The Role of Emotion in Negotiation’ in Gefland, M. J. and Brett, J. M. (eds) The Handbook of Negotiation and Culture, Stanford University Press, Stanford, CA., pp. 71–94.Google Scholar

Bazerman, M. N. and Neale, M. A. (1983) ‘Heuristics in Negotiation: Limitations to Effective Dispute Resolution’ in Bazerman, M. H. and Lewicki, R. J. (eds), Negotiating in Organizations, Sage, Beverley Hills, CA, pp. 51–67.Google Scholar

Bazerman, M. H. and Neale, M. A. (1992) Negotiating Rationally, Free Press, New York.Google Scholar

Bazerman, M. N., Curhan, J. R., Moore, D. A. and Valley, K. L. (2000) ‘Negotiation’, Annual Review of Psychology, 51, pp. 279–314.CrossRefGoogle ScholarPubMed

Bazerman, M. H., Tenbrunsel, A. E. and Wade-Benzoni, K. (1998) ‘Negotiating With Yourself and Losing: Making Decisions With Competing Internal Preferences’, Academy of Management Review, 23, (2), pp. 225–41.CrossRefGoogle Scholar

Beersma, B. and De Dreu, C. K. W. (1999) ‘Negotiation Processes and Outcomes in Prosocially and Egoistically Motivated Groups’, International Journal of Conflict Management, 10, (4), pp. 385–402.CrossRefGoogle Scholar

Ben-Yoav, O. and Pruitt, D. G. (1984a) ‘Resistance to Yielding and the Expectation of Cooperative Future Interaction in Negotiation’, Journal of Experimental Social Psychology, 20, pp. 323–35.CrossRefGoogle Scholar

Ben-Yoav, O. and Pruitt, D. G. (1984b) ‘Accountability to Constituents: A Two-Edged Sword’, Organizational Behavior and Human Performance, 34, pp. 283–95.CrossRefGoogle Scholar

Boulle, L. (1996) Mediation Principles, Process, Practice, Butterworths, Sydney.Google Scholar

Breaugh, J. A. and Klimoski, R. J. (1977) ‘The Choice of a Group Spokesman in Bargaining: Member or Outsider?’, Organizational Behavior and Human Performance, 19, pp. 325–36.CrossRefGoogle Scholar

Brett, J. M. (2000) ‘Culture and Negotiation’, International Journal of Psychology, 35, (2), pp. 97–104.CrossRefGoogle Scholar

Brett, J. M. (2007) Negotiating Globally, (2nd edn), John Wiley and Sons, San Francisco.Google Scholar

Brett, J. M. and Gelfand, M. J. (2006) ‘A Cultural Analysis of the Underlying Assumptions of Negotiation Theory’ in Thompson, L. L. (ed.) Negotiation Theory and Research, New Psychology Press, York, pp. 173–201.Google Scholar

Brett, J. M. and Okumura, T. (1998) ‘Inter-and Intracultural Negotiations: U.S. and Japanese Negotiators’, Academy of Management Journal, 41, (5), pp. 495–510.Google Scholar

Brett, J. M., Pinkley, R. L. and Jackofsky, E. F. (1996) ‘Alternatives to Having a BATNA in Dyadic Negotiation: The Influence of Goals, Self-Efficacy and Alternatives on Negotiated Outcomes’, International Journal of Conflict Management, 7, (2), pp. 121–38.CrossRefGoogle Scholar

Brett, J. M., Shapiro, D. L. and Lytle, A. L. (1998) ‘Breaking the Bonds of Reciprocity in Negotiations’, Academy of Management Journal, 14, pp. 410–24.Google Scholar

Brislin, R. W. and Kim, E. S. (2003) ‘Cultural Diversity in People's Understanding and Uses of Time’, Applied Psychology: An International Review, 53, (3), pp. 363–82.CrossRefGoogle Scholar

Brodt, S. E. and Tuchinsky, M. (2000) ‘Working Together But in Opposition: An Examination of the “Good Cop/Bad Cop” Negotiating Team Tactic’, Organizational Behavior and Human Decision Processes, 81, (2), pp. 155–77.CrossRefGoogle ScholarPubMed

Buelens, M. and Poucke, D. (2004) ‘Determinants of a Negotiator's Initial Opening Offer’, Journal of Business and Psychology, 19, (1), pp. 23–35.CrossRefGoogle Scholar

Butler, J. (1999) ‘Trust, Expectations, Information Sharing, Climate of Trust and Negotiation Effectiveness and Efficiency’, Group and Organization Management, 24, (2), pp. 217–38.CrossRefGoogle Scholar

Calhoun, P. S. and Smith, W. P. (1999) ‘Integrative Bargaining: Does Gender Make a Difference?,’ International Journal of Conflict Management, 10, (3), pp. 203–24.CrossRefGoogle Scholar

Carlisle, J. and Leary, M. (1981) ‘Negotiating in Groups’ in Payne, R.. and Cooper, C. (eds) Groups at Work, John Wiley and Sons, Chichester, Hants, 165–88.Google Scholar

Carnevale, P. J. (2008) ‘Positive Affect and Decision Frame in Negotiation’, Group Decision and Negotiation, 17, pp. 51–63.CrossRefGoogle Scholar

Carnevale, P. J. D. and Lawler, E. J. (1986) ‘Time Pressure and the Development of Integrative Agreements in Bilateral Negotiation’, Journal of Conflict Resolution, 30, pp. 636–59.CrossRefGoogle Scholar

Chamberlain, N. W. and Kuhn, J. W. (1965) Collective Bargaining, McGraw Hill, New York.Google Scholar

Citera, M., Beauregard, R. and Mitsuya, T. (2005) ‘An Experimental Study of Credibility in E-negotiations’, Psychology and Marketing, 22, (2), pp. 163–79.CrossRefGoogle Scholar

Crott, H., Kayser, E. and Lamm, H. (1980) ‘The Effects of Information Exchange and Communication in an Asymmetrical Negotiation Situation’, European Journal of Social Psychology, 10, pp. 149–63.CrossRefGoogle Scholar

Cummings, C. and Wilson, D. (eds) (2003) Images of Strategy, Blackwell, Malden, Mass.

Curhan, J. R., Neale, M. A., Ross, L. and Rosencranz-Englemann, J. (2008) ‘Relational Accommodation in Negotiation: Effects of Egalitarianism and Gender on Economic Efficiency and Relational Capital’, Organizational Behavior and Human Decision Processes, 107, pp. 192–205.CrossRefGoogle Scholar

Cutcher-Gershenfeld, J. E. (2003) ‘How Process Matters. A Five Phase Model for Examining Interest-Based Bargaining’ in Kochan, T. A.. and Lipsky, D. B. (eds) Negotiations and Change, Cornell University Press Ithaca, New York, pp. 141–59.Google Scholar

Dahl, R. (1957) ‘The Concept of Power’, Behavioral Science, 2, pp. 201–15.CrossRefGoogle Scholar

Dawson, R. (1999) Secrets of Power Negotiating for Salespeople, Career Press, Franklin Lakes, NJ.Google Scholar

Dreu, C. K. W. (2003) ‘Time Pressure and Closing of the Mind in Negotiation’, Organizational Behavior and Human Decision Processes, 91, pp. 280–95.CrossRefGoogle Scholar

Dreu, C. K. W., Weingart, L. R. and Kwon, S. (2000) ‘Influence of Social Motives on Integrative Negotiation: A Meta-Analytic Review and Test of Two Theories,’ Journal of Personality and Social Psychology, 78, (5), pp. 889–905.CrossRefGoogle ScholarPubMed

Deutsch, M. (1990) ‘Sixty Years of Conflict’, International Journal of Conflict Management, 1, (3), pp. 237–63.CrossRefGoogle Scholar

Donohue, W. A. (2004) ‘Critical Moments as “Flow” in Negotiation’, Negotiation Journal, 20, (2), pp. 147–51.CrossRefGoogle Scholar

Douglas, A. (1957) ‘The Peaceful Settlement of Industrial and Intergroup Disputes’, Journal of Conflict Resolution, 1, pp. 69–81.CrossRefGoogle Scholar

Douglas, A. (1962) Industrial Peacemaking, Columbia University Press, New York.Google Scholar

Drake, L. E. (1995) ‘Negotiation Styles in Intercultural Communication’, International Journal of Conflict Management, 6, (1), pp. 72–90.CrossRefGoogle Scholar

Druckman, D. (1978) ‘Boundary Role Conflict’ in Zartman, I. W. (ed.) The Negotiation Process, Sage Publications, Beverley Hills, CA, pp. 87–110.Google Scholar

Druckman, D. (2001) ‘Turning Points in International Negotiation’, Journal of Conflict Resolution, 45, pp. 519–44.CrossRefGoogle Scholar

Druckman, D., Husbands, J. L. and Johnston, K. (1991) ‘Turning Points in the INF Negotiations’, Negotiation Journal, 7, (1), pp. 55–67.CrossRefGoogle Scholar

Drummond, H. (1998) ‘Go and Say, “We're Shutting”: Ju Justu as a Metaphor for Analysing Resistance’, Human Relations, 51, (6), pp. 741–59.CrossRefGoogle Scholar

Eyuboglu, N. and Buja, A. (1993) ‘Dynamics of Channel Negotiations: Contention and Reciprocity’, Psychology and Marketing, 10, (1), pp. 47–65.CrossRefGoogle Scholar

Fang, T. (1999) Chinese Business Negotiating Style, Sage Publications, Thousand Parks, CA.Google Scholar

Fells, R. E. (1986) Movement, Phases and Deadlocks. A Study in the Process of Industrial Relations Negotiation, Monograph no.12, Industrial Relations Research Centre, University of New South Wales, Sydney.Google Scholar

Fells, R. E. (1993) ‘Developing Trust in Negotiation’, Employee Relations, 15, (1), pp. 33–45.CrossRefGoogle Scholar

Fells, R. E. (1996) ‘Preparation for Negotiation: Issue and Process’, Personnel Review, 25, (2), pp. 50–60.CrossRefGoogle Scholar

Fells, R. E. (1998a) ‘Overcoming the Dilemmas in Walton and McKersie's Mixed Bargaining Strategy’ Relations Industrielles, Industrial Relations, 53, (2), pp. 300–22.CrossRefGoogle Scholar

Fells, R. E. (1998b) ‘A Critical Examination of the Process of Workplace Negotiation’, Labour and Industry, 9, (1), pp. 37–52.CrossRefGoogle Scholar

Fells, R. E. (1999a) ‘Settlement Process or Tactical Opportunity? Mediation in Industrial Relations’, Journal of Industrial Relations, 41, (4), pp. 594–611.CrossRefGoogle Scholar

Fells, R. E. (1999b) ‘Competitive Negotiation and the Question of Union Negotiating Rights’, Labour and Industry, 9, (3), pp. 99–12.CrossRefGoogle Scholar

Fells, R. E. (2000a) ‘Of Models and Journeys: Keeping Negotiation and Mediation on Track’, Australasian Dispute Resolution Journal, 11, (4), pp. 209–19.Google Scholar

Fells, R. E. (2000b) ‘Labour–Management Negotiation: Some Insights into Strategy and Language’, Relations Industrielles Industrial Relations, 55, (4), pp. 583–603.CrossRefGoogle Scholar

Fells, R. E. (2000c) ‘Negotiating ‘Strategically’ in Travaglione, A.. and Marshall, V. (eds.) Human Resource Strategies: An Applied Approach, McGraw-Hill, Sydney, pp. 81–116.Google Scholar

Fells, R. E. (2001) ‘Wages Policy and Enterprise Bargaining in the Western Australian Public Sector’, Labour and Industry, 12, (1), pp. 43–64.CrossRefGoogle Scholar

Fells, R. E. (2003) ‘Human Resource Management and the Collective Employment Relationship – A Negotiation Perspective’ in Weisner, R.. and Millett, B. (eds.) Human Resource Management: Challenges and Future Directions, John Wiley and Sons, Milton, Qld, pp. 104–16.Google Scholar

Fells, R. E. and Savery, L. K. (1984) ‘Leadership as a Productive Strategy in Negotiation’, Leadership and Organisational Development Journal, 5, (1), pp. 21–4.CrossRefGoogle Scholar

Fells, R. E. and Skeffington, R. (1998) ‘Moving Beyond Adversarialism: Industrial Relations and Change in the Australian Shearing Industry’, Industrial Relations Journal, 29, (3), pp. 234–46.CrossRefGoogle Scholar

Fisher, R. (1971) Basic Negotiation Strategy, The Penguin Press, London.Google Scholar

Fisher, R. (1983) ‘Negotiating Power’, American Behavioral Scientist, 27, (2), pp. 149–66.CrossRefGoogle Scholar

Fisher, R. (1989) ‘Negotiating Inside Out: What Are the Best Ways to Relate Internal Negotiations with External Ones?’, Negotiation Journal, 5, (1), pp. 33–41.CrossRefGoogle Scholar

Fisher, R. and Davis, W. (1999) ‘Authority of an Agent. When is Less Better?’ in Mnookin, R. H.. and Susskind, L. E. (eds) Negotiating on Behalf of Others, Sage Publications, Thousand Oaks, CA, pp. 59–80.Google Scholar

Fisher, R., Kopelman, E. and Schneider, A. K. (1994) Beyond Machiavelli. Tools for Coping with Conflict, Harvard University Press, Cambridge, Mass.Google Scholar

Fisher, R., Ury, W. and Patton, B. (1991) Getting To Yes, Penguin, New York.Google Scholar

Flanders, A. (1968) ‘Collective Bargaining: A Theoretical Analysis, British Journal of Industrial Relations, 6, pp. 1–26.CrossRefGoogle Scholar

Foo, M. D., Elfenbein, H. A., Tan, H. H. and Aik, V. C. (2004) ‘Emotional Intelligence and Negotiation: The Tension Between Creating and Claiming Value’, International Journal of Conflict Management, 15, (4), pp. 411–29.Google Scholar

Friedland, N. (1983) ‘Weakness as Strength: The Use and Misuse of a “My Hands are Tied” Ploy in Bargaining’, Journal of Applied Social Psychology, 13, (5), pp. 422–26.CrossRefGoogle Scholar

Friedman, R. A. (1993) ‘Bringing Mutual Gains Bargaining to Labor Negotiations: The Role of Trust, Understanding, and Control’, Human Resource Management, 32, (4), pp. 435–59.CrossRefGoogle Scholar

Friedman, R. A. (1994) Front Stage Backstage, The MIT Press, Cambridge, Mass.Google Scholar

French, J. R. P. and Raven, B. (1959) ‘The Bases of Social Power’ in Cartwright, D. (ed.) Studies in Social Power, Institute for Social Research, Ann Arbor, Mich., pp. 150–67.Google Scholar

Fulmer, I. S. and Barry, B. (2004) ‘The Smart Negotiator: Cognitive Ability and Emotional Intelligence in Negotiation’, International Journal of Conflict Management, 15, (3), pp. 245–72.CrossRefGoogle Scholar

Galinsky, A. D. and Mussweiler, T. (2001) ‘First Offers as Anchors: The Role of Perspective-Taking and Negotiator Focus’, Journal of Personality and Social Psychology, 81, (4), pp. 657–69.CrossRefGoogle ScholarPubMed

Gelfand, M. J. and Christakopoulou, S. (1999) ‘Culture and Negotiator Cognition: Judgement Accuracy and Negotiation Processes in Individualistic and Collectivistic Cultures’, Organizational Behavior and Human Decision Processes, 79, (3), pp. 248–69.CrossRefGoogle ScholarPubMed

Gelfand, M. J. and McCusker, C. (2002) ‘Metaphor and the Cultural Construction of Negotiation: A Paradigm for Research and Practice’ in Gannon, M. J., and Newman, K. L. (eds) The Blackwell Handbook of Cross-Cultural Management, Blackwell, Oxford, pp. 292–314.Google Scholar

Gentner, D., Loewenstein, J. and Thompson, L. (2003) ‘Learning and Transfer: A General Role for Analogical Encoding’, Journal of Educational Psychology, 95, (2), pp. 524–75.CrossRefGoogle Scholar

Gesteland, R. R. (2005) Cross Cultural Business Behavior, Copenhagen Business School Press, Copenhagen.Google Scholar

Ghauri, P. and Usunier, J. (1996) International Business Negotiations, Pergamon, Oxford.Google Scholar

Green, G. M. and Wheeler, M. (2004) ‘Awareness and Action in Critical Moments’, Negotiation Journal, 20, (2), 349–64.CrossRefGoogle Scholar

Greenhalgh, L. (1987) ‘The Case Against Winning in Negotiations’, Negotiation Journal, 3, (2), pp. 167–73.CrossRefGoogle Scholar

Greenhalgh, L. and Gilkey, R. W. (1999) ‘Our Game, Your Rules: Developing Effective Negotiating Approaches’ in Lewicki, R. J., Saunders, D. M. and Minton, J. W. (eds) Negotiation. Readings, Exercises and Cases, (3rd edn), Irwin McGraw Hill, Boston, pp. 360–69.Google Scholar

Gudykunst, W. B. (1998) ‘Individualistic and Collective Perspectives on Communication: An Introduction’, International Journal of Intercultural Relations, 22, (2), pp. 107–34.Google Scholar

Hall, E. T. (1959) The Silent Language, Doubleday, New York.Google Scholar

Hall, E. T. (1960) ‘The Silent Language of Overseas Business’, Harvard Business Review, 38, pp. 87–96.Google Scholar

Hall, E. T. (1976) Beyond Culture, Doubleday, New York.Google Scholar

Hall, E. T. (1983) The Dance of Life, Doubleday, New York.Google Scholar

Halpern, J. (1994) ‘The Effect of Friendship on Personal Business Transactions’, Journal of Conflict Resolution, 38, (4), pp. 647–64.CrossRefGoogle Scholar

Halpern, J. (1997) ‘Elements in a Script for Friendship in Transactions’, Journal of Conflict Resolution, 41, (6), pp. 835–68.CrossRefGoogle Scholar

Halpern, J. J. and Parks, J. M. (1996) ‘Vive La Difference: Differences Between Males and Females in Process and Outcomes in a Low-Conflict Negotiation’, International Journal of Conflict Management, 7, (1), pp. 45–70.Google Scholar

Hendon, D. W., Hendon, R. A. and Herbig, P. (1996) Cross-Cultural Business Negotiations, Praeger, Westport, CT.Google Scholar

Hendon, D. W., Roy, M. H. and Ahmed, Z. U. (2003) ‘Negotiation Concession Patterns: A Multicountry, Multiperiod Study’, American Business Review, 21, pp. 75–83.Google Scholar

Heron, J. (1989) The Facilitator's Handbook, Kogan Page, London.Google Scholar

Hofstede, G. (1980) Culture's Consequences, Sage Publications, Beverly Hills, CA.Google Scholar

Hofstede, G. (1991) Culture in Organisations, McGraw Hill, London.Google Scholar

Hofstede, G. (1994) ‘The Business of International Business is Culture’, International Business Review, 3, (1), pp. 1–14.CrossRefGoogle Scholar

Holmes, M. E. (1992) ‘Phase Structures in Negotiation’ in Putnam, L. L. and Roloff, M. E. (eds) Communication and Negotiation, Sage, Newbury Park, CA., pp. 83–105.CrossRefGoogle Scholar

Honey, P. (1976) Face to Face, Institute of Personnel Management, London.Google Scholar

Huber, V. L. and Neale, M. A. (1986) ‘Effects of Cognitive Heuristics and Goals on Negotiation Performance and Subsequent Goal Setting’, Organizational Behavior and Human Decision Processes, 38, pp. 342–65.CrossRefGoogle Scholar

Johnson, J. L. and Cullen, J. B. (2002) ‘Trust in Cross-Cultural Relationships’ in Gannon, M. J. and Newman, K. L. (eds) The Blackwell Handbook of Cross-Cultural Management, Blackwell, Oxford, pp. 335–60.Google Scholar

Kemp, K. E. and Smith, W. P. (1994) ‘Information Exchange, Toughness and Integrative Bargaining: The Role of Explicit Cues and Perspective Taking’, International Journal of Conflict Management, 5, (1), pp. 5–21.CrossRefGoogle Scholar

Kern, M. C., Brett, J. M. and Weingart, L. R. (2005) ‘Getting the Floor: Motive-Consistent Strategy and Individual Outcomes in Multi-Party Negotiations’, Group Decision and Negotiation, 14, pp. 21–41.CrossRefGoogle Scholar

Klimoski, R. J. (1972) ‘The Effects of Intragroup Forces on Intergroup Conflict Resolution’, Organizational Behavior and Human Performance, 8, pp. 365–83.CrossRefGoogle Scholar

Klimoski, R. J. and Ash, R. A. (1974) ‘Accountability and Negotiator Behavior’, Organizational Behavior and Human Performance, 11, pp. 409–25.CrossRefGoogle Scholar

Klimoski, R. J. and Breaugh, J. A. (1977) ‘When Performance Doesn't Count: A Constituency Looks at Its Spokesman’, Organizational Behavior and Human Performance, 20, pp. 301–11.CrossRefGoogle Scholar

Kolb, D. (1983) The Mediators, MIT Press, Cambridge, Mass.Google Scholar

Kolb, D. and Coolidge, G. G. (1991) ‘Her Place at the Table. A Consideration of Gender Issues in Negotiation’ in Breslin, J. W. and Rubin, J. Z. (eds), Negotiation Theory and Practice, Harvard Program on Negotiation, Cambridge, Mass., pp. 261–77.Google Scholar

Kray, L. and Babcock, L. (2006) ‘Gender in Negotiations: A Motivated Social Cognitive Analysis’ in Thompson, L. L. (ed.) Negotiation Theory and Research, New Psychology Press, York, pp. 203–24.Google Scholar

Kumar, R. and Worm, V. (2004) ‘Institutional Dynamics and the Negotiation Process: Comparing India and China’, International Journal of Conflict Management, 15, (3), pp. 304–34.CrossRefGoogle Scholar

Kurtzberg, T. R. (1998) ‘Creative Thinking, Cognitive Aptitude and Integrative Joint Gain: A Study of Negotiator Creativity’, Creativity Research Journal, 11, (4), pp. 283–93.CrossRefGoogle Scholar

Lang, M. D. and Taylor, A. (2000) The Making of a Mediator, Jossey-Bass, San Francisco.Google Scholar

Latham, G. P. and Yukl, G. A. (1975) ‘A Review of Research on the Application of Goal Setting in Organisations’, Academy of Management Journal, 18, (4), pp. 824–45.Google Scholar

Lax, D. A. and Sebenius, J. K. (1986) The Manager as a Negotiator, Free Press, New York.Google Scholar

Lax, D. A. and Sebenius, J. K. (2002) ‘Dealcrafting: The Substance of Three-Dimensional Negotiations’, Negotiation Journal, 18, (1), pp. 5–28.CrossRefGoogle Scholar

Leung, K. and Tjosvold, D. (eds) (1998) Conflict Management in the Asia Pacific, John Wiley and Sons, Singapore.

Levitt, S. D. and Dubner, S. J. (2005) Freakonomics, William Morris, New York.Google Scholar

Lewicki, R. J. and Hiam, A. (2006) Mastering Business Negotiation, Jossey-Bass, San Francisco, CA.Google Scholar

Lewicki, R. J. and Litterer, J. A. (1985) Negotiation, Richard D. Irwin, Homewood, Ill.Google Scholar

Lewicki, R. J., McAllister, D. J. and Bies, R. J. (1998) ‘Trust and Distrust: New Relationships and Realities’, Academy of Management Review, 23, (3), pp. 438–58.CrossRefGoogle Scholar

Lewicki, R. J., Minton, J. W. and Saunders, D. M. (2006) Negotiation (5th edn), Irwin McGraw Hill, Boston, Mass.Google Scholar

Lewicki, R. J. and Stevenson, M. A. (1997) ‘Trust Development in Negotiation: Proposed Actions and a Research Agenda’, Business and Professional Ethics Journal, 16, pp. 99–133.CrossRefGoogle Scholar

Lewicki, R. J. and Wiethoff, C. (2000) ‘Trust, Trust Development and Trust Repair’ in Deutsch, M. and Coleman, P. T. (eds) The Handbook of Conflict Resolution, Jossey-Bass, San Francisco, pp. 86–107.Google Scholar

Lituchy, T. R. (1997) ‘Negotiations Between Japanese and Americans: The Effects of Collectivism on Integrative Outcomes’, Canadian Journal of Administrative Sciences, 14, (4), pp. 386–95.CrossRefGoogle Scholar

Locke, E. A. (1968) ‘Towards a Theory of Task Motivation and Incentives’, Organizational Behavior and Human Performance, 39, (2), pp. 157–89.CrossRefGoogle Scholar

Lytle, A. L., Brett, J. M. and Shapiro, D. L. (1999) ‘The Strategic Use of Interests, Rights, and Power to Resolve Disputes’, Negotiation Journal, 15, (1), 31–51.CrossRefGoogle Scholar

Ma, Z., Wang, X., Jaeger, A., Anderson, T., Wang, Y. and Saunders, D. (2002) ‘Individual Perception, Bargaining Behavior, and Negotiation Outcomes: A Comparison Across Two Countries,’ International Journal of Cross Cultural Management, 2, (2), pp. 171–84.CrossRefGoogle Scholar

Magee, J. C., Galinsky, A. D. and Gruenfeld, D. H. (2007) ‘Power, Propensity to Negotiate, and Moving First in Competitive Interactions’, Personality and Social Psychological Bulletin, 33, (2), pp. 200–12.CrossRefGoogle ScholarPubMed

Magenau, J. M. and Pruitt, D. G. (1979) ‘The Social Psychology of Bargaining: A Theoretical Synthesis’ in Stephenson, G. M. and Brotherton, C. J. (eds) Industrial Relations: A Social Psychological Approach, John Wiley and Sons, Chichester, pp. 181–210.Google Scholar

Mayfield, M., Mayfield, J., Martin, D. and Herbig, P. (1997) ‘Time Perspectives of the Cross-Cultural Negotiations Process’, American Business Review, 15, pp. 78–85.Google Scholar

Mnoonkin, R. H., Peppet, S. R. and Tulumello, A. S. (2000) Beyond Winning, Harvard University Press, Cambridge, Mass.Google Scholar

Moore, D. A. (2004) ‘The Unexpected Benefits of Final Deadlines in Negotiation’, Journal of Experimental Social Psychology, 40, (1), pp. 122–7.CrossRefGoogle Scholar

Morgan, G. (1986) Images of Organisation, Sage, Newbury Park, CA.Google Scholar

Morgan, J. N. (1949) ‘Bilateral Monopoly and the Competitive Output’, Quarterly Journal of Economics, 63, p. 376.CrossRefGoogle Scholar

Morely, I. E. (1992) ‘Intra-Organisational Bargaining’ in Hartley, J. F. and Stephenson, G. M. (eds) Employment Relations, Oxford, Blackwell, pp. 203–24.Google Scholar

Morley, I. E. and Stephenson, G. M. (1977) The Social Psychology of Bargaining, Allen and Unwin, London.Google Scholar

Morris, M., Nadler, J., Kurtzberg, T. and Thompson, L. (2002) ‘Schmooze or Lose: Social Friction and Lubrication in E-mail Negotiations’, Group Dynamics: Theory Research and Practice, 6, (1), pp. 89–100.CrossRefGoogle Scholar

Mosterd, I. and Rutte, C. G. (2000) ‘Effects of Time Pressure and Accountability to Constituents on Negotiation’, International Journal of Conflict Management, 11, (3), pp. 227–47.CrossRefGoogle Scholar

Murninghan, J. K., Babcock, L., Thompson, L. and Pillutla, M. (1999) ‘The Information Dilemma in Negotiations: Effects of Experience, Incentives and Integrative Potential’, International Journal of Conflict Management, 10, (4), pp. 313–39.CrossRefGoogle Scholar

Nadler, J. (2004) ‘Rapport in Legal Negotiation: How Small Talk Can Facilitate E-mail Dealmaking 9, Harvard Negotiation Law Review, pp. 223–51.Google Scholar

Naquin, C. E. and Paulson, G. D. (2003) ‘Online Bargaining and Interpersonal Trust’, Journal of Applied Psychology, 88, (1,) pp. 113–20.CrossRefGoogle ScholarPubMed

Natlandsmyr, J. H. and Rognes, J. (1995) ‘Culture, Behavior, and Negotiation Outcomes: A Comparative and Cross-Cultural Study of Mexican and Norwegian Negotiators’, International Journal of Conflict Management, 6, (1), pp. 5–29.CrossRefGoogle Scholar

Neale, M. A. and Bazerman, M. H. (1985a) ‘The Effects of Framing and Negotiator Overconfidence on Bargaining Behaviors and Outcomes’, Academy of Management Journal, 28, pp. 34–49.Google Scholar

Neale, M. A. and Bazerman, M. H. (1985b) ‘The Effect of Externally Set Goals on Reaching Integrative Agreements in Competitive Markets’, Journal of Occupational Behaviour, 6, pp. 19–32.CrossRefGoogle Scholar

Newhouse, J. (2000) Boeing versus Airbus, Vintage Books, Random House, New York.Google Scholar

O'Connor, K. M. and Adams, A. A. (1999) ‘What Novices Think About Negotiation: A Content Analysis of Scripts’, Negotiation Journal, 15, (2), pp. 135–47.CrossRefGoogle Scholar

Olekalns, M., Brett, J. M. and Weingart, L. R. (2003) ‘Phases, Transitions and Interruptions: Modelling Processes in Multi-Party Negotiations’, International Journal of Conflict Management, 14, (3/4), pp. 191–211.CrossRefGoogle Scholar

Olekalns, M., Lau, F. and Smith, P. L. (2007) ‘Resolving the Empty Core: Trust as a Determinant of Outcomes in Three-Party Negotiations’, Group Decision and Negotiation, 16, (6), pp. 527–38.CrossRefGoogle Scholar

Olekalns, M. and Smith, P. L. (2000) ‘Understanding Optimal Outcomes. The Role of Strategy Sequences in Competitive Negotiations’, Human Communications Research, 26, (4), pp. 527–57.Google Scholar

Olekalns, M. and Smith, P. L. (2003) ‘Testing the Relationships Among Negotiators’ Motivational Orientations, Strategy Choices and Outcomes', Journal of Experimental Social Psychology, 39, pp. 101–17.CrossRefGoogle Scholar

Olekalns, M., Smith, P. L. and Walsh, T. (1996) ‘The Process of Negotiating: Strategy and Timing as Predictors of Outcome’, Organizational Behavior and Human Decision Processes, 68, (1), pp. 68–77.CrossRefGoogle Scholar

Osgood, C. E. (1962) An Alternative to War or Surrender, University of Illinois Press, Urbana, Ill.Google Scholar

Paese, P. W., Schreiber, M. and Taylor, A. W. (2003) ‘Caught Telling the Truth: Effects of Honest and Communication Media in Distributive Negotiations’, Group Decision and Negotiation, 12, pp. 537–66.CrossRefGoogle Scholar

Patton, B. (2005) ‘Negotiation’ in Moffitt, M. L. and Bordone, R. C. (eds) The Handbook of Dispute Resolution, Jossey-Bass, San Francisco, pp. 279–303.Google Scholar

Pinkley, R. L., Griffith, T. L. and Northcraft, G. B. (1995) ‘“Fixed Pie” a la Mode: Information Availability, Information Processing and the Negotiation of Suboptimal Agreements,’ Organizational Behavior and Human Decision Processes, 62, pp. 101–12.CrossRefGoogle Scholar

Pinkley, R. L., Neale, M. A. and Bennett, R. J. (1994) ‘The Impact of Alternatives to Settlement in Dyadic Negotiation’, Organizational Behavior and Human Decision Processes, 57, pp. 97–116.CrossRefGoogle Scholar

Pruitt, D. G. (1981) Negotiation Behavior, Academic Press, New York.Google Scholar

Pruitt, D. G. (1983a) ‘Strategic Choice in Negotiation’, American Behavioral Scientist, 27, (2), pp. 167–94.CrossRefGoogle Scholar

Pruitt, D. G. (1983b) ‘Achieving Integrative Agreements’ in Bazerman, M. H. and Lewicki, R. J. (eds) Negotiating in Organisations, Beverly Hills, Sage Publications, pp. 35–50.Google Scholar

Pruitt, D. G. and Carnevale, P. J. (1993) Negotiation in Social Conflict, Open University Press, Buckingham.Google Scholar

Pruitt, D. G. and Syna, H. (1985) ‘Mismatching the Opponent's Offers in Negotiation’, Journal of Experimental Social Psychology, 21, pp. 103–13.CrossRefGoogle Scholar

Putnam, L. L. (1990) ‘Reframing Integrative and Distributive Bargaining: A Process Perspective’ in Sheppard, B. L., Bazerman, M. H. and Lewicki, R. J. (eds) Research on Negotiations in Organizations, JAI Press, Greenwich, Conn., pp. 3–30.Google Scholar

Putnam, L. (1994) ‘Productive Conflict: Negotiation as Implicit Coordination’, International Journal of Conflict Management, 5, (3), pp. 284–98.CrossRefGoogle Scholar

Putnam, L. L. and Jones, T. S. (1982) ‘Reciprocity in Negotiations: An Analysis of Bargaining Interaction’, Communication Monographs, 49, pp. 171–91.CrossRefGoogle Scholar

Rackman, N. and Carlisle, J. (1978) ‘The Effective Negotiator Parts 1 and 2’, Journal of European Industrial Training, Part 1: 2, (6), pp. 6–11; Part 2: 2, (7), pp. 2–5.Google Scholar

Raiffa, H. (1982) The Art and Science of Negotiation, Harvard University Press, Cambridge, Mass.Google Scholar

Requejo, W. H. and Graham, J. L. (2008) Global Negotiation. The New Rules, Palgrave Macmillan, New York.Google Scholar

Rhoades, J. A. and Carnevale, P. J. (1999) ‘The Behavioral Context of Strategic Choice in Negotiation: A Test of the Dual Concerns Model’, Journal of Applied Social Psychology, 29, (9), pp. 1777–802.CrossRefGoogle Scholar

Robinson, R. J., Keltner, D., Ward, A. and Ross, L. (1995) ‘Actual Versus Assumed Differences in Construal: “Naïve Realism” in Intergroup Perception and Conflict’, Journal of Personality and Social Psychology, 68, (3), pp. 404–17.CrossRefGoogle Scholar

Robinson, R. J., Lewicki, R. J. and Donahue, E. M. (2000) ‘Extending and Testing a Five Factor Model of Ethical and Unethical Bargaining Tactics: Introducing the SINS Scale’, Journal of Organizational Behavior, 21, pp. 649–64.3.0.CO;2-#>CrossRefGoogle Scholar

Roloff, M. J. and Jordan, J. M. (1991) ‘The Influence of Effort, Experience and Persistence on the Elements of Bargaining Plans’, Communication Research, 18, pp. 306–12.CrossRefGoogle Scholar

Rubin, J. Z. and Brown, B. R. (1975) The Social Psychology of Bargaining and Negotiation, Academic Press, New York.Google Scholar

Rubin, J. Z. and Zartman, I. W. (1995) Asymmetrical Negotiations: Some Survey Results that May Surprise,' Negotiation Journal, 11, (4), pp. 349–64.CrossRefGoogle Scholar

Salacuse, J. W. (1998) ‘Ten Ways that Culture Affects Negotiating Style: Some Survey Results’, Negotiation Journal, 14, (3), 221–40.CrossRefGoogle Scholar

Salacuse, J. W. (2004) ‘Negotiating: The Top Ten Ways that Culture Can Effect Your Negotiation,’ Ivey Business Journal, 69, (1), pp. 1–6.Google Scholar

Sandy, S. V., Boardman, S. K. and Deutsch, M. (2000) ‘Personality and Conflict’ in Deutsch, M.. and Coleman, P. T. (eds) The Handbook of Conflict Resolution, Jossey-Bass, San Francisco, pp. 289–315.Google Scholar

Savage, G. T., Blair, J. D. and Sorenson, R. L. (1989) ‘Consider Both Relationship and Substance When Negotiating Strategically’, Academy of Management Executive, 3, (1), pp. 37–48.Google Scholar

Schelling, T. (1960) The Strategy of Conflict, Harvard University Press, Cambridge, Mass.Google Scholar

Schneider, A. K. (2002) ‘Shattering Negotiation Myths: Empirical Evidence on the Effectiveness of Negotiation Style’, Harvard Negotiation Law Review, 7, pp. 143–233.Google Scholar

Schroth, H. A., Bain-Chekal, J. and Caldwell, D. F. (2005) ‘Sticks and Stones May Break Bones and Words Can Hurt Me: Words and Phrases that Trigger Emotions in Negotiations and their Effects’, International Journal of Conflict Management, 16, (2), pp. 102–27.CrossRefGoogle Scholar

Schuster, C. and Copeland, M. (1996a) Global Business, Dryden Press, Fort Worth, Texas.Google Scholar

Schuster, C. and Copeland, M. (1996b) ‘Cross-Cultural Communication: Issues and Implications’ in Ghauri, P. and Usunier, J., International Business Negotiations, Pergamon, Oxford, pp. 131–152.Google Scholar

Schweitzer, M. E. and Croson, R. (1999) ‘Curtaining Deception: The Impact of Direct Questions on Lies and Omissions’, International Journal of Conflict Management, 10, (3,) pp. 225–48.CrossRefGoogle Scholar

Sebenius, J. K. (2001) ‘Six Habits of Merely Effective Negotiators’, Harvard Business Review, April, pp. 87–95.Google Scholar

Sebenius, J. K. (2002a) ‘Caveats for Cross-Boarder Negotiators’, Negotiation Journal, 18, (2), pp. 121–33.CrossRefGoogle Scholar

Sebenius, J. K. (2002b) ‘The Hidden Challenges of Cross-Boarder Negotiations’, Harvard Business Review, 80, (3), pp. 4–12.Google Scholar

Shell, G. R. (2001) ‘Bargaining Styles and Negotiation: The Thomas-Kilmann Conflict Mode Instrument in Negotiation Training’, Negotiation Journal, 17, (2), pp. 155–74.CrossRefGoogle Scholar

Sinaceur, M. and Neale, M. A. (2005) ‘Not All Threats are Created Equal: How Implicitness and Timing Affect the Effectiveness of Threats in Negotiations’, Group Decision and Negotiation, 14, pp. 63–85.CrossRefGoogle Scholar

Sivanathan, N., Pillutla, M. M. and Murnighan, J. K. (2008) ‘Power Gained, Power Lost’, Organizational Behavior and Human Decision Processes, 105, pp. 135–46.CrossRefGoogle Scholar

Song, F., Cadsby, C. B. and Morris, T. (2004) ‘Other-Regarding Behavior and Behavioral Forecasts: Females Versus Males as Individuals and as Group Representatives’, International Journal of Conflict Management, 15, (4), pp. 340–63.CrossRefGoogle Scholar

Sorenson, R. L., Morse, E. A. and Savage, G. T. (1999) ‘A Test of the Motivations Underlying Choice of Conflict Strategies in the Dual-Concerns Model,’ International Journal of Conflict Management, 10, (1), pp. 25–44.CrossRefGoogle Scholar

Stevens, C. (1963) Strategy and Collective Bargaining, McGraw Hill, New York.Google Scholar

Stuhlmacher, A. F. and Champagne, M. V. (2000) ‘The Impact of Time Pressure and Information on Negotiation Process and Decisions’, Group Decision and Negotiation, 9, pp. 471–91.CrossRefGoogle Scholar

Thompson, L. (1991) ‘Information Exchange in Negotiation’, Journal of Experimental and Social Psychology, 27, pp. 161–79.CrossRefGoogle Scholar

Thompson, L. and Hastie, R. (1990) ‘Social Perception in Negotiation’, Organizational Behavior and Human Decision Processes, 4, pp. 98–123.CrossRefGoogle Scholar

Thompson, L. and Hrebec, D. (1996) ‘Lose-Lose Agreements in Interdependent Decision Making’, Psychological Bulletin, 120, pp. 396–409.CrossRefGoogle Scholar

Thompson, L. and Leonardelli, G. (2004) ‘The Big Bang: The Evolution of Negotiation Research’, Academy of Management Executive, 18, (3), pp. 113–17.Google Scholar

Thompson, L., Neale, M. and Sinaceur, M. (2004) ‘The Evolution of Cognition and Biases in Negotiation Research’ in Gefland, M. G. and Brett, J. M. (eds) The Handbook of Negotiation and Culture, Stanford Business Books, Stanford CA, pp. 7–44.Google Scholar

Thompson, L., Peterson, E. and Brodt, S. E. (1996) ‘Team Negotiation: An Examination of Integrative and Distributive Bargaining’, Journal of Personality and Social Psychology, 70, (1), pp. 66–78.CrossRefGoogle Scholar

Tinsley, C. H. (2001) ‘How Negotiators Get to Yes: Predicting the Constellation of Strategies Used Across Cultures to Negotiate Conflict’, Journal of Applied Psychology, 86, (4) pp. 583–93.CrossRefGoogle ScholarPubMed

Tinsley, C. H., Curhan, J. J. and Kwak, R. S. (1999) ‘Adopting a Dual Lens Approach for Examining the Dilemma of Differences in International Business Negotiations’, International Negotiation, 4, pp. 5–22.CrossRefGoogle Scholar

Tinsley, C. H., O'Connor, K. M. and Sullivan, B. A. (2002) ‘Tough Guys Finish Last: The Perils of a Distributive Reputation’, Organizational Behavior and Human Decision Processes, 88, pp. 621–42.CrossRefGoogle Scholar

Triandis, H. C. (1995) Individualism and Collectivism, Westview Press, Boulder, Col.Google Scholar

Tung, R., Worm, V. and Fang, T. (2008) ‘Sino-Western Business Negotiations Revisited – 30 Years after China's Open Door Policy’, Organizational Dynamics, 31, (1), pp. 60–74.CrossRefGoogle Scholar

Ury, W. (1991) Getting Past No: Negotiating with Difficult People, Bantam Books, New York.Google Scholar

Ury, W. L., Brett, J. M. and Goldberg, S. B. (1989) Getting Disputes Resolved, Jossey-Bass, San Francisco, CA.Google Scholar

Usunier, J. and Lee, J. A. (2005) Marketing Across Cultures, Prentice Hall, Harlow, Essex.Google Scholar

Valley, K. L., Neale, M. A. and Mannix, E. A. (1995) ‘Friends, Lovers Colleagues and Strangers: The Effects of Relationships on the Process and Outcome of Dyadic Negotiations’ in Bies, R. J., Lewicki, R. J.. and Sheppard, B. H. (eds) Research on Negotiation in Organisations Handbook of Negotiation Research, vol 5, JAI Press, Greenwich, CT, pp. 65–93.Google Scholar

Boven, L. and Thompson, L. (2003) ‘A Look into the Mind of the Negotiator: Mental Models in Negotiation’, Group Processes and Intergroup Relations, 6, (4), pp. 387–404.CrossRefGoogle Scholar

Walters, A. E., Stuhlmacher, A. F. and Meyer, L. L. (1998) ‘Gender and Negotiator Competitiveness: A Meta-Analysis’, Organizational Behavior and Human Decision Processes, 76, pp. 1–29.CrossRefGoogle ScholarPubMed

Walton, R. E., Cutcher-Gershenfeld, J. E. and McKersie, R. B. (1994) Strategic Negotiations, Harvard Business School Press, Boston, Mass.Google Scholar

Walton, R. E. and McKersie, R. B. (1965) A Behavioral Theory of Labor Negotiations, McGraw-Hill, New York.Google Scholar

Warr, P. (1973) Psychology and Collective Bargaining, Hutchinson, London.Google Scholar

Watkins, M. (1998) ‘Building Momentum in Negotiations: Time-Related costs and Action-Forcing Events’, Negotiation Journal, 14, (3), pp. 241–56.CrossRefGoogle Scholar

Watkins, M. (1999) ‘Negotiating in a Complex World’, Negotiation Journal, 15, (3), pp. 245–70.CrossRefGoogle Scholar

Watkins, M. (2004) ‘Anxious Moments: Openings in Negotiation’, Negotiation Journal, 20, (2), pp. 153–69.Google Scholar

Watkins, M. (2006) Shaping the Game, Harvard Business School Press, Boston, Mass.Google Scholar

Weiss, S. E. (1994). ‘Negotiating with “Romans”’, Sloan Management Review, Part 1: 35, (2), pp. 51–61; Part 2: 35, (3), pp. 85–99.Google Scholar

Wiengart, L. R. and Olekalns, M. (2004) ‘Communication Processes in Negotiation’ in Gelfand, M. J. and Brett, J. M. (eds) The Handbook of Negotiation and Culture, Stanford Business Books, Stanford, CA, pp. 143–57.Google Scholar

Weingart, L. R., Thompson, L. L., Bazerman, M. H. and Carroll, J. S. (1990) ‘Tactical Behaviour and Negotiation Outcomes’, International Journal of Conflict Management, 1, (1), pp. 7–33.CrossRefGoogle Scholar

Winkler, J. (1981) Bargaining for Results, Pan Business Management, London.Google Scholar

Wolfe, R. J. and McGinn, K. L. (2005) ‘Perceived Relative Power and its Influence on Negotiations’, Group Decision and Negotiation, 14, pp. 3–20.CrossRefGoogle Scholar

Zartman, I. W. and Berman, M. R. (1982) The Practical Negotiator, Yale University Press, New Haven, Conn.Google Scholar