International Negotiation

Code:

MIET0029

Acronym:

NI

Keywords
Classification	Keyword
OFICIAL	Business Management

Instance: 2025/2026 - 1S

Active?	Yes
Responsible unit:	Department of Industrial Engineering and Management
Course/CS Responsible:	Master in Innovation and Technological Entrepreneurship

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
MIET	24	Syllabus since 2008/09	1	-	3	21	81

Teaching language

English

Objectives

• Provide students with a solid understanding of the fundamentals of negotiation in international contexts, linking global business concepts with intercultural communication and management practices;

• Develop the ability to identify and manage cultural differences in negotiation processes;

• Explore negotiation methods, strategies, and tools applicable to different geographies and sectors;

• Prepare students to participate in and lead international negotiations in complex, multicultural environments.

Learning outcomes and competences

By the end of the course, students should be able to:

• Understand the framework of international business and the specific challenges for negotiation processes;
• Analyze the impact of cultural differences on negotiation practices, mobilizing reference frameworks;
• Apply intercultural communication strategies to facilitate trust-building and cooperation in international contexts;
• Identify negotiation styles and adapt their approach to different cultures and situations;
• Develop practical negotiation skills;
• Reflect critically on ethical and strategic dilemmas in international negotiations.

Working method

Presencial

Pre-requirements (prior knowledge) and co-requirements (common knowledge)

does not apply

Program

• Globalization, value chains, and international business;


• Negotiation in international contexts: specificities compared to domestic contexts;


• Levels of culture;


• Cultural dimensions;


• The impact of culture on perception, communication, and decision-making;


• Cultural maps: practical dimensions of communication, feedback, trust, persuasion, and decision-making;


• Intercultural barriers to negotiation;


• Strategies for dealing with cultural differences;


• Negotiation models;


• Negotiation preparation: interest analysis, ZOPA, BATNA;


• Managing communication styles and negotiation strategies across contrasting cultures;


• Ethical issues, dilemmas, and sustainability in global negotiations.

Mandatory literature

Peter Jennings Buckley; International business. ISBN: 1-85521-974-3
Fred E. Jandt; An Introduction to Intercultural Communication: Identities in a Global Community, Sage Publications
Richard R. Gesteland; Cross-Cultural Business Behavior: Marketing, Negotiating and Managing across Cultures, Copenhagen Business School Press

Complementary Bibliography

Harris Jr, Charles & Pritchard, Michael & James, Ray & Engelhardt, Elaine & Rabins, Michael; Engineering Ethics: Concepts and Cases, Wadsworth, 2019. ISBN: ISBN: 978-1-337-55450-3 (6th Edition)
Crane, Andrew & Matten, Dirk & Glozer, Sarah & Spence, Laura; Business Ethics - Managing Corporate Citizenship and Sustainability in the Age of Globalizatio, Oxford University Press, 2015. ISBN: ISBN: 9780198810070 (5yh Edition)
Cloke, Kenneth & Goldsmith, Joan; Resolving conflicts at work: ten strategies for everyone on the job, Jossey-Bass, 2011. ISBN: 978-0-470-92224-8
Bhatia,Nazli & Chow, Rosalind M.& Weingart, Laurie R. & Diabes, Matthew ; Your Cost or My Benefit? Effects of Concession Frames in Distributive Negotiations, Negotiation and Conflict Management Research, , 2023. ISBN: DOI: 10.34891/2023.489 (Volume 16, Number 2, Pages 165-188)
Obi, Innocentina-Marie & Bollen, Katalien & Aaldering, Hillie & Robijn, Wouter & Euwema, Martin; Servant Leadership, Third-Party Behavior, and Emotional Exhaustion of Followers, Negotiation and Conflict Management Research , 2020. ISBN: oi: https://doi.org/10.34891/3gvv-9w38 (vol 14 nº 4)
Kump, Barbara & Scholz, Markus; Organizational Routines as a Source of Ethical Blindness, Organization Theory, 2022. ISBN: doi:10.1177/26317877221075640 (Volume 3: 1–24 )
Mazutis, Daina & Slawinski, Natalie & Palazzo, Guido; A Time and Place for Sustainability: A Spatiotemporal Perspective on Organizational Sustainability Frame Developmen, Business & Society, 2021. ISBN: DOI: 10.1177/ (Vol. 60(7) 1849–1890 )
Schneider, Claudia & Fehrenbacher, Dennis & Weber, Elke ; Catch me if I fall. Cross-national differences in willingness to take financial risks as a function of social and state ‘cushioning”, International Business Review, 2017. ISBN: https://doi.org/10.1016/j.ibusrev.2017.03.008 (volume 26, Issue 6, December 2017, Pages 1023-1033)
Doh, Jonathan & Husted, Bryan & Matten, Dirk, & Santoro, Michael ; “Hoy there! toward greater congruence and synergy between international business and business ethics theory and research”, Business Ethics Quarterly, 2010. ISBN: https://www.jstor.org/stable/25702410 (vol 20 nº 3, pp 481-502; )
Singhapakdi, Anuson & Marta, Janet & Rao, C. R. & Cicic, Muris ; Is Cross-Cultural Similarity an Indicator of Similar Marketing Ethics?”, , Journal of Business Ethics, 2001. ISBN: https://doi.org/10.1023/A:1010699529874 (Vol 32: 55–68)
Palazzo, Guido & Krings, Franciska & Hoffrage, Ulrich ; Ethical Blindness, Journal of Business Ethics, 2012. ISBN: http://dx.doi.org/10.2139/ssrn.2212617 (Vol. 109,pp 323–338 Available at SSRN: https://ssrn.com/abstract=2212617)
Lempereur, Alain & Colson, Aurélien,; The first move: a negotiatior’s companion, John Wiley & Sons, 2010. ISBN: ISBN:9781119207023 (doi:10.1002/9781119207023)

Teaching methods and learning activities

The methodology employed is based on a combination of the following approaches:

• Interactive lectures to introduce theoretical concepts;

• Case studies;
• Simulations and role-plays;
• Group work and reflective exercises;
• Guided debates and discussions.

Evaluation Type

Distributed evaluation without final exam

Assessment Components

Designation	Weight (%)
Participação presencial	10,00
Trabalho prático ou de projeto	40,00
Trabalho escrito	50,00
Total:	100,00

Amount of time allocated to each course unit

Designation	Time (hours)
Estudo autónomo	63,00
Frequência das aulas	21,00
Trabalho escrito	30,00
Total:	114,00

Eligibility for exams

Attendance at a session is counted as entering the session within 15 minutes of the time set for the start of the session and remaining until the end of the session

Calculation formula of final grade

The final grade (FG) is calculated as follows:

FG = IA × 0.50 + GQC × 0.40 + ENG × 0.10

Assessment components

Individual Assignments (50%)

• Includes 2 short reflections and 1 quiz.

• The grade for this component is the average of the obtained scores (0–20).

Group Quick Cases (40%)

• Students will solve 3 quick cases during the sessions.

• The grade for this component is the average of the obtained scores (0–20).

Overall Engagement (10%)

• Each student receives a global evaluation at the end of the course:

  • 1.0 point → active and consistent participation

  • 0.5 points → occasional participation

  • 0.0 points → no participation

The final grade is expressed on a 0–20 scale, with a minimum grade of 10/20 required to pass.

Examinations or Special Assignments

does not apply

Internship work/project

does not apply

Special assessment (TE, DA, ...)

For students under special regimes who did not opt in the first session for continuous assessment without a final exam, the final grade will be based on a final test.

A passing grade will be expressed from 10 to 20.

Classification improvement

does not apply