1;Foreword;6 2;Preface;8 3;Contents;10 4;List of Figures;11 5;List of Tables;12 6;Chapter 1: A Theoretical Framework for Negotiation;13 6.1;1.1 The Term "Negotiation";13 6.2;1.2 Theories about Negotiations;15 6.2.1;1.2.1 Normative, Descriptive, and Prescriptive Approaches to Study Negotiations;17 6.2.2;1.2.2 Theories on Individual Decision-Makers;18 6.2.3;1.2.3 The Negotiation Theory and Other Theories on the Collectivity of Decision-Makers;19 6.3;1.3 Characters Qualifying the Negotiation;22 6.3.1;1.3.1 The Conditions: Interdependence, Conflict of Interests, and Potential Agreement;24 6.3.1.1;1.3.1.1 The Interdependence;24 6.3.1.2;1.3.1.2 The Conflict of Interests;25 6.3.1.3;1.3.1.3 The Potential Agreement;26 6.3.2;1.3.2 Negotiation Procedures: Communication and Exchange;27 6.3.3;1.3.3 Nature: Opportunism and Creative Research;29 6.4;1.4 Phases of the Negotiation Process;30 6.5;1.5 The Characteristic Magnitudes of Negotiations;31 6.6;1.6 The Structure of a Negotiation;33 6.7;References;39 7;Chapter 2: Multilateral Negotiations;41 7.1;2.1 Changing the Negotiation Structure: Negotiation Arithmetic;42 7.2;2.2 Multilateral Negotiations;43 7.2.1;2.2.1 Definition and Characteristics;44 7.2.2;2.2.2 The Role of the Parties and the Conflict of Interests;46 7.2.3;2.2.3 Some Analysis Tools;48 7.2.4;2.2.4 The RBC Model;50 7.3;2.3 The Coalition Phenomenon;54 7.4;2.4 Theoretical Summary;55 7.5;References;57 8;Chapter 3: Contextualizing Negotiation in Strategy;59 8.1;3.1 Introduction;59 8.2;3.2 The Essential Characteristics of Strategy-Making;61 8.2.1;3.2.1 Environments;63 8.2.2;3.2.2 Structures;63 8.2.3;3.2.3 Competitive Advantage;64 8.2.4;3.2.4 Deployment;65 8.2.5;3.2.5 Economic, Financial, and Organizational Balance;66 8.2.6;3.2.6 Value, Sustainability, and Responsibility;68 8.3;3.3 Strategy-Making and Negotiation;68 8.4;References;71 9;Chapter 4: Cooperation in the Automotive Industry Prior to the 2009 Fiat-Chrysler Agreement;76 9.1;4.1 Introduction;76 9.2;4.2 Industry's Characteristics and Analysis;77 9.2.1;4.2.1 Sector Analysis;78 9.2.2;4.2.2 Historical and Structural Problems in the Automotive Sector;79 9.2.3;4.2.3 The Industry's 2007-2009 Crisis;81 9.2.4;4.2.4 Governments' Actions to Support the Automotive Industry;82 9.2.5;4.2.5 Conclusions: The Need to Cooperate;83 9.3;4.3 Cooperation Agreements;84 9.3.1;4.3.1 Cooperation Agreements as a Strategic Factor;85 9.4;4.4 Cooperative Agreements in the Automotive Industry;88 9.4.1;4.4.1 Some Examples of Alliances in the Automotive Sector Until 2009;89 9.4.1.1;4.4.1.1 PSA and Toyota;89 9.4.1.2;4.4.1.2 The Alliance between Renault and Nissan;90 9.4.1.3;4.4.1.3 The Joint Venture between Fiat and Ford;92 9.5;References;93 10;Chapter 5: Case Study: The Fiat-Chrysler Negotiation in 2009;94 10.1;5.1 The Environmental Context of the Case Study;94 10.2;5.2 Methodology;96 10.3;5.3 Presentation of the Case;97 10.3.1;5.3.1 Fiat in 2009;97 10.3.1.1;5.3.1.1 Fiat Numbers;102 10.3.2;5.3.2 Chrysler in 2009;103 10.3.3;5.3.3 Chrysler and Chapter 11;104 10.3.4;5.3.4 Sergio Marchionne;106 10.3.5;5.3.5 The Development of the Negotiation Process;107 10.4;5.4 Case Analysis;113 10.4.1;5.4.1 Synergies Deriving from the Agreement;113 10.4.2;5.4.2 Analysis of the Negotiating Structure;114 10.4.2.1;5.4.2.1 Parties;115 10.4.2.2;5.4.2.2 Issues;117 10.4.2.3;5.4.2.3 Interests;119 10.5;5.5 Discussion of the Findings;123 10.6;References;126 11;Chapter 6: Conclusions;127 11.1;References;132