The article that I choose for this paper is “Choosing the Path to Bargaining Power: an Empirical Comparison of BATNAs and Contributions in Negotiation” . Negotiation is a superior way of reducing the issues between organizations and reaching the final settlement. BATNA is the best approach to minimize dispute and take a sound decision and create the corporate culture within organizations.
It is discussed in the article that the best alternative to a negotiated agreement is BATNA that plays an important role in negotiations and settlements, and it helps managers become effective negotiators while taking a decision. The negotiators who have more attractive BATNAs are less dependent on the important negotiation, and they possess bigger powers to gain better outcomes from their negotiations. They possess good command and achieve better results. It helps them to negotiate effectively, make a sound decision and allocate scares resources in an efficient manner. The negotiator without BATNA has fewer outcomes as compared to negotiator with BATNA. Davide, Paulo, & José (2014) illustrates that BATNA, WATNA, and ZOPA play an equal role in removing the conflict within any organization.
The negotiators have to adopt attractive BATNA, WATNA, and ZOPA styles to achieve better results from negotiations. It helps the management to maintain a positive attitude among the parties to make a good decision and create cooperative and collaborative attitude. The negotiators with stronger BATNA, ZOPA, and WATNA have more bargaining power and they can generate better results. The negotiation is the best approach to reach the final settlement.
It is mentioned in the article that the parties have equal values in BATNA, and both parties have the same bargain power. The parties have to agree on equal contribution. The unequal BATNA may arise during decision making that show that one party has advantages over another party, and one party is a high power party other is a low power party. It can generate better results from the negotiation. The contribution of both parties plays an important role in reaching the final agreement. The equal power of negotiators depends on upon the BATNA and contributions.
Qingwang & Xiaolu (2012) explain that negotiators with unequal power would involve in additional problem-solving behaviors and meet the agreements of higher joints. The negotiators should have the pro-social motivation, and it can promote the joint gain of unequal power negotiating dyads. . It is discussed in the study that the performances and contributions of negotiators depend on upon the size of the bargaining zone. If barging zone is small, the BATNA will exert the stronger effect on performance than contribution. If it is large, the contribution will exert a stronger effect on performance than BATNA. BATNA exert directly affect the performance of the negotiator than contribution.
The benefit of gaining the advantage in one’s BATNA versus contribution is directly associated with the situation. The bargaining zone plays an important role in decision-making. McKibben (2013) illustrates that bargaining strategies and barging structures are directly associated with the bargaining power. The strategies play an important role in the international negotiation and decision making. The power in negotiation plays an important role in achieving the final results, and it depends on the dependence power theory. The power has the significant impact on negotiation and decision-making. The power of a negotiator is equal over another negotiator, and it is based on the dependence. The power should be distributed equally that will reduce the issues within organizations.
References
Davide, C., Paulo, N., & José, N. (2014). Inferring Conflict Resolution Styles. Law, Governance and Technology Series , 18, 207-221.
Kim, P. H., & Fragale, A. R. (2005). Choosing the Path to Bargaining Power: An Empirical Comparison of BATNAs and contributions in negaotiations. Journal of Applied Psychology , 90 (2), 373-81.
McKibben, H. E. (2013). The Effects of Structures and Power on State Bargaining Strategies. American Journal of Political Science , 57 (2), 411–427.
Qingwang, W., & Xiaolu, L. (2012). The Impact of Power Differential and Social Motivation on Negotiation Behavior and Outcome. Public Personnel Management , 41 (5), 47-58.
