In today's digitalized economies, start-ups are economic drivers, employment generators and innovators but only a few of them manage to survive the early phase of development to become successful and sustainable. Various surveys show that about only one-third of start-ups are still operating after 10 years. To survive in a competitive, disruptive and ambiguous environment, successful entrepreneurs are able to adapt flexible strategies or modify their business models to meet the needs of their stakeholders. Start-ups doing well share similar characteristics such as having done thorough market research to estimate potential demand for their products or services with highgeneratingpotential, scalability and generate new business opportunities. In addition, they surrounded themselves with a core entrepreneurial team of cross-functional experts committed to the success of the start-up. Moreover, they are able to access financial resources from investors aligned with their goals, business model and growth potential.

Samuel Dinnar and Lawrence Susskind (Eds.), Entrepreneurial Negotiation Understanding and Managing the Relationships that Determine Your Entrepreneurial Success, The Netherlands: Palgrave MacMillan, 2019, 241 pp.

Thunderbird International Business ReviewVolume 54, Issue 5 p. 763-765 Case Commentary Swatch Case Study—Commentary Claude Cellich, Corresponding Author Claude Cellich ccellich@iun.ch International UniversityVice-President for External Relations, International University in Geneva, ICC 20, Rte de Pré-Bois, 1215 Geneva 15, Switzerland, (+41 22) 710 71 10/12 (phone), (+41 22) 710 71 11 (fax)Search for more papers by this author Claude Cellich, Corresponding Author Claude Cellich ccellich@iun.ch International UniversityVice-President for External Relations, International University in Geneva, ICC 20, Rte de Pré-Bois, 1215 Geneva 15, Switzerland, (+41 22) 710 71 10/12 (phone), (+41 22) 710 71 11 (fax)Search for more papers by this author First published: 29 August 2012 https://doi.org/10.1002/tie.21498Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat Volume54, Issue5September/October 2012Pages 763-765 RelatedInformation

Buy BookBuy eBookDesk / Exam Copy...MoreNew opportunities are emerging constantly, as part of the globalization process creating new markets, with new players and challenging current business practices. Creating or exploiting opportunities on an individual basis is not the best practice: it is much more productive (and much less risky) to participate in national Trade Promotion Programs designed and implemented with government assistance. In recent years, Trade Promotion Institutions have developed national strategies and new tools to support the business sector, helping enterprises to find new markets and trade opportunities.New opportunities are emerging constantly, as part of the globalization process creating new markets, with new players and challenging current business practices. Creating or exploiting opportunities on an individual basis is not the best practice: it is much more productive (and much less risky) to participate in national Trade Promotion Programs designed and implemented with government assistance. In recent years, Trade Promotion Institutions have developed national strategies and new tools to support the business sector, helping enterprises to find new markets and trade opportunities. What are these national strategies, how are they designed and implemented? Special attention is given to evaluation tools created to assess results and provide justification for investment expenditures. Best practices will be considered and reviewed on the basis of selected countries having introduced innovative national trade promotion programs, such as Finland, Mauritius, Mexico, New Zealand and Singapore. $(function() {$("#shortDescription").html(function() {if ($("#fullDescription").html().length > 1800){return $("#fullDescription").html().substr(0, 1800) + $("#shortDescription").html();}else {return $("#fullDescription").html().substr(0, 1800);}});$("#showText").click(function() {$("#fullDescription").css("display", "inline");$("#shortDescription").css("display", "none");$("#showText").css("display", "none");});});

Beyond Reason is a welcome addition to the growing body of knowledge about negotiation. The authors have gone beyond the traditional handling of strategies, tactics, and techniques by emphasizing the role of emotions in the negotiation process. It is refreshing to note that the human factor is given the attention it deserves, as negotiation is first and foremost a decision-making process by which two or more people agree on how to allocate scarce resources (Thompson 1998). As negotiation involves both reason and emotion, failing to master each of these factors can result in deadlocks, breakdowns in the discussions, or in inferior solutions. In their book, Fisher and Shapiro describe how managing both positive and negative emotions by adopting a systematic approach can lead to better and lasting outcomes. Positive emotions encourage flexibility, creativity, and cooperation. It also fosters greater understanding, openness, and a willingness to work together in finding mutually satisfying solutions. Positive emotions are needed to build goodwill, develop relationships, and strive for superior agreements. Negative emotions, on the other hand, restrict our capacity to think clearly, limit our ability to listen actively, increase frustration, and activate aggressive actions. In other words, positive emotions facilitate win–win solutions, while failing to control negative ones can lead to win–lose-type outcomes. Whether it is in personal or professional negotiations, both parties need to understand their emotions and their impact on future dealings, as negative emotions often linger long after the negotiation has passed. Moreover, emotions, whether positive or negative, can be contagious and influence the overall negotiation process. This entails however, that negotiators distinguish genuine emotions from manipulative emotional ploys used to deceive them. As emotions influence body language, thinking, and behavior, negotiators have to be able to read body language to notice any discrepancies between what is being said and body expressions. According to the authors, there are five core concerns that stimulate emotions in any negotiation. Each concern is related to and dependent on the others. Core concerns are defined as human wants that are important to nearly everyone in virtually every negotiation. These concerns are: expressing appreciation, building affiliation, respecting autonomy, acknowledging status, and choosing a fulfilling role. Detailed explanations and examples are given for each of the five concerns. For example, if we are appreciated, we are most likely to feel better, to pay more attention to what the other side is saying, and to increase our motivation to cooperate. Similarly, acknowledging the status of the other person instead of competing for recognition influences positive emotions. Managing emotions calls for greater focus on understanding instead of blaming the other party; otherwise the discussions will turn to being either aggressive or defensive. Too often, people tend to listen for the

In recent years a plethora of negotiation books have been published, reflecting the growing interest in the subject. In The Point of the Deal, the authors have addressed a key issue that is of utmost importance in negotiation, yet has been often overlooked. Moreover, the authors argue that reaching agreement is not sufficient when implementation matters. This is particularly valid in long-term deals, outsourcing agreements, and in international business transactions. For example, failure rates among business alliances are as high as 70% and about 50% among mergers and joint ventures. Furthermore, nearly 70% of firms renegotiate significant outsourcing terms during the first two years, with 50% of outsourcing deals failing to deliver expected value. These statistics illustrate the inability of negotiators to consider the importance and eventual impact of implementation when reaching agreement. Preparing to negotiate a deal that requires implementation differs significantly from a traditional negotiation. To overcome implementation difficulties, the authors recommend that negotiators develop and adopt an “implementation mind-set.” To prepare for a negotiation that requires implementation, negotiators should start by identifying the various stakeholders potentially involved in the deal. The authors classify four types of specific stakeholders: bystanders, blockers, enablers, and essentials. Bystanders have no role in decisions and are not involved in implementation. Blockers play a critical role in the decisions but have little involvement in implementation. On the other hand, enablers have little influence in decisions but are critical to implementation. Finally, essentials are very much involved in both decision making and implementation. Identifying these stakeholders, consulting them, and maintaining communications throughout the negotiation process will ensure that potential implementation problems will be discussed and appropriate measures developed. By keeping out stakeholders for various reasons, negotiators conclude deals that will not only fail to deliver value but are most likely to create unnecessary conflicts during implementation. Preparing for a negotiation with implementation in mind is hard work and time consuming. Successful negotiations call for extensive consultations with stakeholders and implementers from both sides. During preparation and interacting with the other party, negotiators should carry out both internal and external discussions and ask tough questions. These issues should include how to manage risks, insisting on making implementation a key issue, and establishing early warning systems, support mechanisms, as well as contingency plans. In reaching agreement, negotiators need to be aware of overcommitment and overconfidence as well as spending too much time on nonperformance issues. According to the authors, it is a mistake to rely primarily on default provisions, liquidated damages, or penalties for failing to meet specific performance requirements to ensure the other party

Mainstreaming Corporate Responsibility is the product of a 3‐year project on curriculum development sponsored by the European Academy of Business in Society (EABIS) to provide a collection of artic...