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Research Findings

The purpose of this article is not to go into details about the research or the research methodology. Dr. Gudergan and I are more than happy to share that with you. The sole purpose of this discussion is to share the [mdings.

The literature is short of empirical studies that unequivocally focus on negotiation styles. This leads to a range of relevant research issues around negotiation behaviour such as the use of particular negotiation styles in such relationships. In this paper, to provide a foundation for understanding the intricacies of negotiation behaviour and styles, we will first provide a brief discussion of the literatures addressing relevant aspects of negotiation. Then, we will discuss the development and testing of negotiation style measurement scales. This will include a description of the methodologies used for the empirical testing and a description of the findings.

The implications are far reaching for you and your team as you negotiate in the 21 S[ century '.vith more and more people.

Let me first broadly discuss the outcomes in the two dimensions that we examined and then the styles that resulted from that study.

Apart from anything else, the research showed that when business and academia work on a problem together, the results can be extremely beneficial in a global context.

Methodologies and Findings

A sutvey instrument was developed in which 28 statements were listed randomly and respondents where asked to select those seven items which best reflected their position, providing categorical data for each of the items. For this preliminary evaluation, a convenience sample of MEA students has been used resulting in 118 usable responses.

In order to have a more comprehensive assessment, three different scale evaluation methodologies have been employed that can handle categorical data: Factor analysis, Rasch analysis (1960) and Mokken analysis (1971). The summary results of the analysis are to show that the two key concerns were based on the level of cooperation and assertiveness. Cooperation in how the agreement was reached and assertiveness as to the importance of the decision and the process applied to reach the outcome.

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March 2005