Getting past yes: negotiating as if implementation mattered

Many deals that look good on paper never materialize into value-creating endeavors. Often, the problem begins at the negotiating table. In fact, the very person everyone thinks is pivotal to a deal's success--the negotiator--is often the one who undermines it. That's because most negotiators have a deal maker mind-set: They see the signed contract as the final destination rather than the start of a cooperative venture. What's worse, most companies reward negotiators on the basis of the number and size of the deals they're signing, giving them no incentive to change. The author asserts that organizations and negotiators must transition from a deal maker mentality--which involves squeezing your counterpart for everything you can get--to an implementation mind-set--which sets the stage for a healthy working relationship long after the ink has dried. Achieving an implementation mind-set demands five new approaches. First, start with the end in mind: Negotiation teams should carry out a "benefit of hindsight" exercise to imagine what sorts of problems they'll have encountered 12 months down the road. Second, help your counterpart prepare. Surprise confers advantage only because the other side has no time to think through all the implications of a proposal. If they agree to something they can't deliver, it will affect you both. Third, treat alignment as a shared responsibility. After all, if the other side's interests aren't aligned, it's your problem, too. Fourth, send one unified message. Negotiators should brief implementation teams on both sides together so everyone has the same information. And fifth, manage the negotiation like a business exercise: Combine disciplined negotiation preparation with post-negotiation reviews. Above all, companies must remember that the best deals don't end at the negotiating table--they begin there.     

Spotting management fads

Business fads can change companies, for better or worse. They can introduce useful ideas but often fail to deliver on promises. So how can managers tell a fad from a tool that might endure? For one thing, beware of suspiciously simple techniques. If they seem too easy, they probably are.     

The Value of the Rent Control Option

In this paper, we combine direct arbitrage arguments and an option-pricing approach to develop a method of pricing the option for rent control. For a lump-sum payment of key money, a tenant acquires the right to rent a real estate unit for an exogenously determined controlled rent, as opposed to paying the free-market rent. The tenant may continue exercising this right as long as he or she lives. Alternatively, the tenant may sell the right to occupy the controlled rent unit and receive a fraction of the key money paid by the subsequent tenant. We value the equilibrium key money, in a representative agents partial equilibrium, while endogenously determining the expected tenure duration in a controlled rent unit. We propose a procedure for valuing rent control options different from the representative agents. Our analysis shows that under real-world levels of conditional life expectancy, the level of the fraction of the key money retained by a departing tenant has an insignificant effect on the expected tenure duration in a controlled rent unit and on the level of key money.     

What factors influence buying center brand sensitivity?

Building on information processing theory (IPT), this empirical study investigates the factors that drive a buying center's level of sensitivity to brand information. The authors propose that buying center brand sensitivity is related in a curvilinear fashion with purchase importance and purchase complexity, and that these relationships are moderated by several environmental, firm, and product factors. Data provided by 273 organizational buying center members confirm the presence of an inverse U-shaped relationship between purchase importance and brand sensitivity, strengthened in conditions of high brand presence and high end-customer demand. Purchase complexity and brand sensitivity appear to relate in a U-shaped fashion but only in light of the moderating effects of product tangibility. The relationship between purchase complexity and brand sensitivity appears stronger when buying firms are small and have prior contractual ties with their selling partners. These results offer guidance to managers concerning when business-to-business (B2B) brand investments are likely to offer their greatest return.     

Aid Effectiveness,Debt Relief and Public Finance Response: Evidence from a Panel of HIPC Countries

Substantial amounts of debt relief have been granted to a set of low-income countries, as an alternative aid modality. Although the theoretical case for debt relief is firmly established, only empirical analysis can show whether debt relief is indeed a (more) effective mode of aid delivery. We investigate the linkages between debt relief and other fiscal variables such as current expenditure, government investment, taxation and domestic borrowing, in comparison to the effects of grants and concessional loans. We find that the fiscal impact of HIPC debt relief follows fairly complex dynamics. For example, debt relief initially reduces government investment, but the effect becomes positive after two years, well outperforming other modes of aid delivery. JEL no. F34, F35, O11, O19     

Collaborative buyer-supplier relationships and downstream information in marketing channels

Research on buyer-supplier relationships has emphasized the importance of collaboration and business networks. We aim to study the effects of downstream information on the collaborative buyer-supplier relationship. Downstream information refers to the information a firm obtains from marketing channels, be they wholesalers, distributors or retailers. The approach allows firms to concentrate their efforts on the most relevant sources of information and not on the whole network. Survey data was gathered from the Dutch potted plant and flower industry to test this hypothesis. Our findings demonstrate that collaborative relationships are contingent on downstream information from both the buying perspective (wholesalers) and from the supplying perspective (producers).     

Buyer–Supplier and Supplier–Supplier Alliances: Do They Reinforce or Undermine One Another?

abstract    Previous research has portrayed buyer–supplier and supplier–supplier alliances as important mechanisms to foster learning and exchange efficiencies. Controversy remains, however, as to how these alliances interact. While some propose they reinforce one another (e.g. learning in horizontal ties generates positive spillovers to vertical ties), others propose a negative interplay (e.g. when increasing vertical-tie intensity, suppliers may weaken horizontal ties to avoid retaliation from buyers who wish to preserve bargaining power). We empirically test these competing views using survey data from the Brazilian auto-parts industry. In an attempt at reconciliation, we propose that the positive or negative interaction between vertical and horizontal alliances depends on the level of technological uncertainty of goods exchanged. Vertical ties seem to inhibit horizontal ties when technological uncertainty is low; when technological uncertainty is higher, vertical and horizontal ties do not seem to have any meaningful form of interaction. We discuss implications for theory and practice.     

When governments forecast

This article looks at the forecasting industry as turning out products of more interest to museum curators than corporate executives, policymakers etc. It is generally skeptical of most attempts to divine the future —skepticism turning to deep concern when a particular forecast is used to justify government in making a decision better left to the discretion of free, rational citizens. The article looks at the problems of forecasting, the risks involved and, remarkably, how little the reputations of global forecasters seem to be affected by past statements. Finally, it discusses the effectiveness of a separate forecasting body, apart from government which would have power without responsibility. It considers The Resourceful Earth as a sound and cautious analysis, representing itself as a private effort by private individuals, which does not encourage unwarranted emphasis to its conclusions.     

Reconceptualizing competitive dynamics: A multidimensional framework

Competitive dynamics research, despite progress, lacks a conceptual framework that can extend the field's reach to address today's environment. Increasing stakeholder power and globalization are but two of the organizational and economic forces compelling a broader conceptualization of competition. Our framework expands competitive dynamics along five dimensions—aims of competition, mode of competing, roster of actors, action toolkit, and time horizon of interaction—that prove useful for contrasting the rivalrous and competitive‐cooperative modes and a new approach we call relational competition. We draw conjectures about the moderators, such as industry and culture, that determine the appropriateness of these forms of interaction, and conclude by relating our method to three discrete perspectives: the configurational, transaction cost, and stakeholder views. Copyright © 2014 John Wiley & Sons, Ltd.