How Anxious Psychology In Obtaining Contract Influences The Negotiation Outcome: Negotiation Of A Power Plant Project

Based on a real international negotiation case study, the author is trying to identify factors which can trigger the negotiator's anxious psychology and raise corresponding strategies to passive influence from negotiator's anxious psychology during negotiation. Hopefully, case study in this thesis may become lessons for Chinese companies who are increasingly marching toward international projects contracting market.Methodology of this thesis is based on literature analysis and case study research which was raised by Robert.K.Yin. The author is trying to identify factors which can trigger negotiator's anxious psychology and influence the negotiation outcome. By building valuation models for above mentioned factors in each round of negotiation, evaluation indexes, with obvious characteristics and triggered by anxious psychology, which will passively influence the negotiation outcome. The author is trying to raise corresponding strategies and techniques to passive influence from negotiator's anxious psychology.Anxious psychology influences negotiation outcome via changing negotiator's behaviors. The author expects to portray the way how the anxious psychology presents itself and how it works on the negotiators during the negotiation, further, the author is trying to raise corresponding strategies and techniques to passive influence from negotiator's anxious psychology.At the end, based on analysis of the case, the author summarizes 6 hypotheses in terms of how negotiator's anxious psychology represents and how it influences the negotiators.Hypothesis 1: Ratio of host/guest negotiation and negotiator's anxious psychology is negatively correlated. Hypothesis 2: Times of one party been invited for negotiation is negatively correlated with its anxious psychology. Hypothesis 3: Ratio of times of one party been invited for negotiation and times of the party's visit after been invited is negatively correlated with its anxious psychology. Hypothesis 4: Times of one party visited its opponent for negotiation unexpectedly due to its opponent broke an appointment is positively correlated with its anxious psychology. Hypothesis 5: Times of one party adoption of distributive negotiation strategy is negatively correlated with its anxious psychology. Hypothesis 6: One party's own anxious psychology will drive it to avoid using distributive strategy when its opponent massively adopts distributive strategy.