Roy J. Lewicki is the Irving Abramowitz Memorial Professor of Business Ethics Emeritus and Professor of Management and Human Resources Emeritus at the Max M. Fisher College of Business, The Ohio State University. He has authored or edited over 40 books, as well as numerous research articles and book chapters. Professor Lewicki has served as the president of the International Association for Conflict Management, and he received its Lifetime Achievement Award in 2013. He received the Academy of Management’s Distinguished Educator Award in 2005 and has been recognized as a Fellow of the Academy of Management, the International Association of Conflict Management, and the Organizational Behavior Teaching Society for his contributions to the fields of negotiation and dispute resolution. David Saunders is currently Professor (Administration) and Director, International at Desautels Faculty of Management, McGill University. He has over 20 years of experience as Dean, leading two business schools to the prestigious Financial Times ranking, and driving the schools' globalization and strategic growth. David has created more than 100 strategic partnerships around the globe. He has served on the board of CEIBS (China), and the International Advisory Boards of SKEMA (France) and Schaffhausen Institute of Technology (Switzerland). David has also forged exclusive strategic relationships with both private (e.g., IBM) and public sector (e.g.. The Canadian Olympic Committee) organizations to provide tailored business education to their needs. He served as Chair of the EQUIS Awarding Body and Vice-Chair of the AACSB Initial Accreditation Committee, as well as a board member of both EFMD and AACSB. Bruce Barry is the Brownlee O. Currey Jr. Professor of Management at the Owen Graduate School of Management at Vanderbilt University. His research on negotiation, ethics, power, influence, and justice has appeared in numerous scholarly journals and volumes. Professor Barry is a past president of the International Association for Conflict Management and a past chair of the Academy of Management Conflict Management Division. He has been recognized as a Fellow of the International Association for Conflict Management.

• Chapter 1: The Nature of Negotiation  Chapter 2: Strategy and Tactics of Distributive Bargaining  Chapter 3: Strategy and Tactics of Integrative Negotiation  Chapter 4: Negotiation: Strategy and Planning  Chapter 5: Ethics in Negotiation  Chapter 6: Perception, Cognition, and Emotion  Chapter 7: Communication  Chapter 8: Finding and Using Negotiation Power  Chapter 9: Influence  Chapter 10: Relationships in Negotiation  Chapter 11: Agents, Constituencies, and Audiences  Chapter 12: Coalitions  Chapter 13: Multiple Parties and Groups in Negotiations  Chapter 14: Individual Differences I: Gender and Negotiation  Chapter 15: Individual Differences II: Personality and Abilities  Chapter 16: International and Cross‐Cultural Negotiation  Chapter 17: Managing Negotiation Impasses  Chapter 18: Managing Difficult Negotiations  Chapter 19: Third‐Party Approaches to Managing Difficult Negotiations  Chapter 20: Best Practices in Negotiations

Roy J. Lewicki is the Irving Abramowitz Memorial Professor of Business Ethics Emeritus and Professor of Management and Human Resources Emeritus at the Max M. Fisher College of Business, The Ohio State University. He has authored or edited over 40 books, as well as numerous research articles and book chapters. Professor Lewicki has served as the president of the International Association for Conflict Management, and he received its Lifetime Achievement Award in 2013. He received the Academy of Management’s Distinguished Educator Award in 2005 and has been recognized as a Fellow of the Academy of Management, the International Association of Conflict Management, and the Organizational Behavior Teaching Society for his contributions to the fields of negotiation and dispute resolution. David Saunders is currently Professor (Administration) and Director, International at Desautels Faculty of Management, McGill University. He has over 20 years of experience as Dean, leading two business schools to the prestigious Financial Times ranking, and driving the schools' globalization and strategic growth. David has created more than 100 strategic partnerships around the globe. He has served on the board of CEIBS (China), and the International Advisory Boards of SKEMA (France) and Schaffhausen Institute of Technology (Switzerland). David has also forged exclusive strategic relationships with both private (e.g., IBM) and public sector (e.g.. The Canadian Olympic Committee) organizations to provide tailored business education to their needs. He served as Chair of the EQUIS Awarding Body and Vice-Chair of the AACSB Initial Accreditation Committee, as well as a board member of both EFMD and AACSB. Bruce Barry is the Brownlee O. Currey Jr. Professor of Management at the Owen Graduate School of Management at Vanderbilt University. His research on negotiation, ethics, power, influence, and justice has appeared in numerous scholarly journals and volumes. Professor Barry is a past president of the International Association for Conflict Management and a past chair of the Academy of Management Conflict Management Division. He has been recognized as a Fellow of the International Association for Conflict Management.

• Chapter 1: The Nature of Negotiation  Chapter 2: Strategy and Tactics of Distributive Bargaining  Chapter 3: Strategy and Tactics of Integrative Negotiation  Chapter 4: Negotiation: Strategy and Planning  Chapter 5: Ethics in Negotiation  Chapter 6: Perception, Cognition, and Emotion  Chapter 7: Communication  Chapter 8: Finding and Using Negotiation Power  Chapter 9: Influence  Chapter 10: Relationships in Negotiation  Chapter 11: Agents, Constituencies, and Audiences  Chapter 12: Coalitions  Chapter 13: Multiple Parties and Groups in Negotiations  Chapter 14: Individual Differences I: Gender and Negotiation  Chapter 15: Individual Differences II: Personality and Abilities  Chapter 16: International and Cross‐Cultural Negotiation  Chapter 17: Managing Negotiation Impasses  Chapter 18: Managing Difficult Negotiations  Chapter 19: Third‐Party Approaches to Managing Difficult Negotiations  Chapter 20: Best Practices in Negotiations