Journal of Supply Chain Management

Article Index - Results


A valuable reference tool, the Article Index is a comprehensive list of articles that have appeared in the Journal of Supply Chain Management (formerly International Journal of Purchasing and Materials Management, Journal of Purchasing & Materials Management and Journal of Purchasing). Articles are organized by subject for easy locating and study.

Journal Article Index
Term selected: Negotiations

  • A Role-Playing Case for Developing Negotiation Skills, Vol. 12, No. 4 (Winter 1976), p. 26.

    This article is not available online.
  • "An Analysis of the Integration of Strategic Sourcing and Negotiation Planning" Members Only Content, Vol. 39, No. 4 (Fall 2003), p. 16.

    Initially, strategic sourcing is defined as an integrated, seven-step process that includes the negotiation plan. Research questions are then proposed to determine the extent to which negotiation is part of the integrated sourcing process. To answer the research questions, the strategic sourcing process and negotiation plan are evaluated in 29 cases. In 14 of the 29 cases, strategic sourcing was completed and integrated into the negotiation plan. This is just under half of the cases, which led to the general conclusion that negotiation is not well integrated with the other strategic sourcing processes. Additional findings indicated the appropriate negotiation style was used in only 64 percent of the cases, with most mismatches occurring when an integrative style was used instead of the more appropriate distributive style. Managerial and research implications of the findings are presented and discussed.
  • An Experiment in Purchasing Negotiations, Vol. 19, No. 2 (Summer 1983), p. 2.

    This article is not available online.
  • Bargaining Stances and Outcomes in Buyer–Seller Negotiations: Experimental Results, Vol. 42, No. 3 (Summer 2006).

    Buyer–supplier relationships are affected by contractual negotiations between the respective parties. This paper examines the variables likely to influence the outcomes of a two-party negotiation in an experiment that reproduces some of the details encountered in real-life negotiations. The study used two-party negotiations to examine the effect of reservation prices, aspiration prices and competitive stance on the outcome of the negotiations. The study confirms the importance of reference points, and that negotiators may adjust their reference points during the negotiation. The results also suggest that the negotiator’s bargaining stance has a significant influence on settlement price and may act as a moderator of the effect of reference points on settlement price. Finally, the analysis suggests that a negative bargaining zone does not necessarily lead to an impasse; however, it increases the risk of an impasse compared with a negotiation with a positive bargaining zone.
  • "Can a Negotiation Support System Help a Purchasing Manager?" Members Only Content, Vol. 32, No. 2 (Spring 1996), p. 37.

    The computer has become a useful tool for purchasing managers in administering contracts and in daily operations. Computer support for contract negotiations may also be provided. This article investigates the use of a computerized Negotiation Support System, or NSS, as an aid to a purchasing manager, and to the sales manager with whom he or she is dealing, in a typical industrial buying/selling negotiation. After reviewing the results of three prior studies using student subjects, the article reports on an empirical study — using purchasing managers as subjects — designed to test the effectiveness of an early version of an NSS. In this laboratory test of the NSS, the managers arrived at better contracts (higher joint outcomes and more balanced contracts) in less time when provided with the NSS. From the results of the study and the comments of NSS users, a number of implications for practicing purchasing managers are identified. The article concludes with suggestions about which organizations should develop an NSS and how they should begin the development effort.
  • Commercial Negotiation — Ancient Practices, Modern Philosophy, Vol. 18, No. 3 (Fall 1982), p. 2.

    This article is not available online.
  • "Deciding on the Mode of Negotiation: To Auction or Not to Auction Electronically" Members Only Content, Vol. 40, No. 2 (Spring 2004), p. 15.

    Purchasing transactions are increasingly conducted through electronic auctions. Some companies already source 25 percent of their total purchase volume through this electronic mechanism. However, most of these purchasing transactions could, alternatively, be conducted as face-to-face negotiations. This article examines (a) when it is feasible to conduct an electronic auction in purchasing, and (b) under what circumstances it is better to source items through an electronic auction as opposed to sourcing them through face-to-face negotiations.
  • Joint Optimality in Buyer-Supplier Negotiations, Vol. 26, No. 2 (Spring 1990), p. 20.

    This article is not available online.
  • Microcomputer-Based Negotiation Training for Buyers, Vol. 22, No. 2 (Summer 1986), p. 16.

    This article is not available online.
  • "Negotiating Cooperative Supplier Relationships: A Planning Framework" Members Only Content, Vol. 31, No. 4 (Fall 1995), p. 12.

    Win-win negotiation and cooperative relations are popular concepts among many industrial buyers today. But companies accustomed to short-term competitive relations with suppliers may find it difficult to adjust to the negotiation requirements of cooperative relations. If they fail to negotiate a high quality sustainable agreement, however, they may get locked into unproductive partnerships.
  • "Negotiation Outcomes: The Impact of the Initial Offer, Time, Gender, and Team Size" Members Only Content, Vol. 31, No. 4 (Fall 1995), p. 19.

    A successful path to purchasing negotiation often hinges on a buyer's ability to gain relative bargaining strength. Unfortunately, the establishment of a strong bargaining position for a buyer is not a simple matter because of the multitude of factors affecting the buyerÍs negotiation leverage. To help purchasing professionals develop more effective negotiation strategies, this study empirically identifies key factors affecting the bargaining position of purchasing professionals and their subsequent impact on negotiation outcomes.
  • "Quantitative Support for Buyer-Supplier Negotiation in Just-In-Time Purchasing" Members Only Content, Vol. 34, No. 2 (Spring 1998), p. 25.

    In a Just-In-Time (JIT) production system, purchasing is critical to the success of the operation. It is harder to implement than other aspects of the system because it involves an external element to the system - the supplier. A purchaser seeks a single, reliable supplier that is willing to deliver quality items, in the amount and at the time needed. A long-term contract is generally negotiated between the two parties where the order quantity, delivery frequency, quality level, and price are specified.
  • Relative Power in Industrial Buying Decisions, Vol. 14, No. 1 (Spring 1978), p. 18.

    This article is not available online.
  • Simulated Negotiations: An Experiment, Vol. 18, No. 1 (Spring 1982), p. 6.

    This article is not available online.
  • Some Comments on Negotiation, Vol. 2, No. 2 (Spring 1966), p. 52.

    This article is not available online.
  • The Management of Negotiation, Vol. 3, No. 3 (Summer 1967), p. 41.

    This article is not available online.
  • The Nuances of Negotiating Overseas, Vol. 20, No. 4 (Winter 1984), p. 2.

    This article is not available online.