Negotiation is not simply an individual skill. The behavior of negotiators (the actions they can imagine taking or are willing, or able, to take), is significantly shaped and constrained by their organizational context (as is any and all other individual behavior in organizations). Nonetheless, negotiation is not simply an individual skill. The behavior of negotiators (the actions they can imagine taking or are willing, or able, to take), is significantly shaped and constrained by their organizational context (as is any and all other individual behavior in organizations).
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Negotiation is not simply an individual skill. The behavior of negotiators (the actions they can imagine taking or are willing, or able, to take), is significantly shaped and constrained by their organizational context (as is any and all other individual behavior in organizations). Nonetheless, negotiation is not simply an individual skill. The behavior of negotiators (the actions they can imagine taking or are willing, or able, to take), is significantly shaped and constrained by their organizational context (as is any and all other individual behavior in organizations).