Negotiating the Business Environment: Theory and Practice for all Governance Styles. Cet article n’est pas disponible.Negotiating the Business Environment: Theory and Practice for all Governance Styles

The business environment across the globe is today characterized by three primary governance arrangements - bureaucracies, markets and networks. For organizations operating within each of these business contexts the terms of engagement in regard to negotiation are different. Rather than starting from a broad 'how to' approach or a specific cultural interface, Negotiating the Business Environment looks at governance arrangements within the business environment and at how such governance arrangements impact on how negotiation occurs. Uniquely, it takes into account the context in which negotiations take place. Negotiating the Business Environment demonstrates how responding to business style in negotiations can effect successful outcomes.

Jennifer Waterhouse, PhD (QUT), is Senior Lecturer in the School of Business at the University of Newcastle in Newcastle, Australia. Jennifer teaches in the area of employment relations, with a particular focus on diversity in the workplace and on negotiations. Her current research looks at collaborative arrangement in regional networks and clusters. This research has extended to broad areas of consideration, including the wine industry in the Hunter Valley as well as networks established to address homelessness in regional Queensland.

Robyn Keast, PhD (QUT), is Associate Professor and Senior Research Fellow in the School of Management at Queensland University of Technology, Australia. Robyn has an extensive background as a practitioner, policy officer and manager within the Queensland Public Sector. This work experience has also extended to the non-government sector in Queensland, New Zealand and Canada. Her research interests include networked arrangements (structure, governance, operation, leadership effectiveness), network analysis and innovation networks, business clusters and hybrid organisational arrangements, public sector reforms, government-community relations, and social policy and service delivery models.

Kerry Brown, BA (Hum) Griffith, BA (Hons) Murdoch, PhD (Griffith), is the Mulpha Chair in Tourism Asset Management and Professor in the School of Tourism and Hospitality Management at Southern Cross University, Australia. Her previous role was Professor in the School of Management at Queensland University of Technology. Kerry’s principal research areas are change management, collaboration, networks and clusters, capability, strategy, management and policy for infrastructure and asset management, work-life balance, gender and careers in the public sector, public sector management and policy, and government-community relations and employment relations. Kerry has co­authored two books, co-edited three books and published over 50 articles in scholarly journals.