Catalyzing a Market for Joint Implementation Projects

Joint implementation: methodology and policy considerations

In recent years, there has been increasing interest in automated e‐business negotiations. The automation of negotiation requires a decision model to capture the negotiation knowledge of policymakers and negotiation experts so that the decision‐making process can be carried out automatically. Current research on automated e‐business negotiations has focused on defining low‐level tactics (or negotiation rules) so that automated negotiation systems can carry out automated negotiation processes. These low‐level tactics are usually defined from a technical perspective, not from a business perspective. There is a gap between high‐level business negotiation goals and low‐level tactics. In this article, we distinguish the concepts of negotiation context, negotiation goals, negotiation strategy, and negotiation tactics and introduce a formal decision model to show the relations among these concepts. We show how high‐level negotiation goals can be formally mapped to low‐level tactics that can be used to affect the behavior of a negotiation system during the negotiation process. In business, a business organization faces different negotiation situations (or contexts) and determines different sets of goals for different negotiation contexts. In our decision model, a business policymaker sets negotiation goals from different perspectives, which are called goal dimensions. A negotiation policy is a functional mapping from a negotiation context to some quantitative measures (or goal values) for the goal dimensions to express how competitive the policymaker wants to reach that set of goals. A negotiation expert who has the experience and expertise to conduct negotiations would define the negotiation strategies needed for reaching the negotiation goals. Formally, a negotiation strategy is a functional mapping from a set of goal values to a set of decision‐action rules that implement negotiation tactics. The selected decision‐action rules can then be used to control the execution of an automated negotiation system, which conducts a negotiation on behalf of a business organization.

With the increasingly frequent international economic and trade exchanges, the use of Business English in transnational exchanges has become more popular and valued. However, in international Business English negotiations, the differences in language expression under different cultural backgrounds have become a major obstacle in the negotiation process. Based on Hofstede's cultural dimension theory and through typical examples of Business English expressions, this paper explored how cross-cultural differences are reflected in negotiations, and has found that Hofstede's cultural dimension theory affects the success or failure of negotiations by influencing decision-making mechanisms, identity cognition, semantic understanding, risk perception, and goal pursuit of negotiation parties. Then further, giving corresponding suggestions of negotiation strategies, proposing an application framework of the whole process of international Business English negotiations in the cross-cultural context, aiming to help negotiation practitioners cope with cross-cultural conflict and achieve success in negotiations. At the end of the paper, the theoretical contributions and practical contributions are discussed, as well as the direction for future research.

Introduction Preface 1. Foundations of Negotiation Communication and negotiation Economic and social-psychological dimensions of negotiation The content of negotiation Distributive and integrative approaches Cooperative or Competitive The importance of understanding context Summary 2. Contextual Nature of Negotiation Structure Norms and Values Relationship Communication Interdependence Power Summary 3. Theoretical Perspectives Identity theory Social interaction theory Field theory Human need theory Rational choice and game theory Transformation theory Mutual gains theory Summary Professional Profile - William Ury Professional Profile - James Freund 4. Negotiation Processes Prenegotiation Opening Information sharing Problem solving Agreement Summary Professional Profile - Lawrence Susskind Professional Profile - Marvin Johnson Professional Profile - Edward Selig 5. Qualities and Skills of Negotiators Qualities of the mind: Preparation and good questioning Qualities of the heart: Listening, managing emotion, integrity Qualities of courage: Speaking clearly, relationship building, creativitiy Communication competence Does personality style make a difference in negotiations? Does gender influence effectiveness in negotiation? Summary Professional Profile - Linda Putnam Professional Profile - Robert Waterman 6. When Negotiation Breaks Down Barriers that create impasse Overcoming barriers When people are the problem Mediation Arbitration Ethics Summary Professional Profile - Elaine Freeman Professional Profile - Robert Coulson Professional Profile - Anthony Roisman 7. Interpersonal Negotiation Antecedents Structure Norms and values Relationship Communication Interdependence Power Summary Professional Profile - Marjorie Bribitzer Professional Profile - Christie Coates Professional Profile - Sam Keltner 8. Consumer Negotiation The impact of choice Lack of loyalty Perception of entitlement Consumer groups Consumer relations Seller tactics Buyer tactics E-negotiation Consumer problems Identity fraud Contracts Summary Professional Profile - Barbara Opotowky Professional Profile - Christine Beard Professional Profile - Russel Tourbeville 9. Organizational Negotiation Structure Norms and Values Relationship Communication Interdependence Power Salary negotiations Professional Profile - Joseph Rice Professional Profile - Annie Hill Professional Profile - Karen Graves Professional Profile - Judy Towers Reemstma 10. Community Negotiation Structure Norms and Values Relationship Communication Interdependence Power Community negotiation processes Summary Professional Profile - John Fiske Professional Profile - Wayne Carle Professional Profile - Charles Currie 11. International Negotiation Structure Norms and Values Relationship Communication Interdependence Power Summary Professional Profile - Peter Adler Professional Profile - Edward King 12. Integrating the Art with the Science of Negotiation Contextual differences Skills and processes Barriers Professional differences New directions Conclusion References Index About the Authors About the Contributors

In this chapter Joint Implementation will be discussed from a business perspective. In particular, the focus will be on the potential role JI can play in further developing Demand Side Management (DSM) in developing countries. Philips Lighting is very much involved in the development and production of the energy saving Compact Fluorescent Light bulbs (CFLs). These CFLs are good examples of products that can be used in DSM to improve energy efficiency in industrialized as well as in developing countries. Philips Lighting has already gained significant experience in replacing CFLs for incandescent lamps, so that knowledge about the product and the customer already exists.

Boundaries have positive and negative effects on international negotiation processes. This article states that the positive side of boundaries has often been neglected and that limitations are absolutely vital for effective international bargaining processes. Without restrictions, negotiation processes lose their significance as a tool in inter state and inter organisational policy making and conflict resolution. The article briefly analyses six boundaries that help international negotiation processes reach the stage of an internationally acceptable agreement: geography, systems, needs, resources, regulators, and time.

Egotiation is a new term in negotiation research, proposed by one of the authors (Meerts in Pinpoints network newsletter, IIASA, Laxenburg, pp. 28–29, 2010). “Ego” will not be used here in the classical psychological/Freudian sense. For the purposes of this chapter, “egotiation” is a factor in international negotiation processes which will work against the material interests of the negotiator and his party. It has an emotional as well as an interest dimension, a unconscious as well as a conscious side, accidental, and purposeful. The ego of the negotiator, meaning the face/honor/status of the negotiator in question, will be a parasite of the negotiation process. It will flourish through the process, but at the detriment of the interests of the party the negotiator is representing. The authors will look at a series of famous negotiators and ask themselves to what extend these actors gave precedence to face saving over the defense of national and other interests. The authors will then ask themselves what the consequences of “egotiation” have been in different cases. They will try to diagnose if “egotiation” is a typical phenomenon to be found among decision makers of higher or lower rank, politicians or diplomats, etc. They will also look at the question if countries have such an ego and if so, what the function of that ego is in international relations.

In this paper the authors argue that the internationalisation of business requires, amongst other things, a sound knowledge of the impact of cross-cultural equivalence on international sales negotiations. A literature review provides evidence that there is little or scant attention paid on the nature, role and impact of equivalence on the cross-cultural negotiation process. By using the negotiation process as a coherent framework, the purpose of this paper is: (i) to examine various types of cross-cultural equivalence that are related to the negotiation process; (ii) to identify the relationship and likely impact of each type of equivalence on each stage of the negotiation process and its outcome; and, (iii) to offer propositions for further research, and propose a research method by which these propositions can be investigated.

The Third United Nations Conference on the Law of the Sea (UNCLOS III) is important not only because of the scope and substance of the issues with which it is concerned, but also because it represents a major international experiment in decision making by consensus. Most of the attention it has attracted so far has been focused on the problems, progress, and prospects of the conferenceas a unique event. Given the magnitude of the matters at stake, not to mention the drama of the proceedings, this is natural enough. In addition, there is the risk of a severe blow to the process of international negotiation in general, and to the United Nations system in particular, should UNCLOS III fail. Only a few writers have so far begun systematically to discuss procedural developments at UNCLOS in terms other than those relating to the success or failure of the conference itself. Jonathan Charney and Bernard Oxman have pointed out the significance of procedural developments and precedents, Robert Eustis has begun the exploration of UNCLOS as a model of multinational negotiation, and Edward Miles has argued that nothing similar to UNCLOS should be tried again. United Nations concern about problems in the process of international negotiation in general is demonstrated by General Assembly Resolution 32/48 (December 8,1977), requesting a report on the techniques and procedures used in the elaboration of multilateral conventions.

Green technological licensing strategies with fixed-fee among rival firms under emissions trading scheme

For nearly a decade the leaders of the seven major industrial countries the United States, Japan, Germany, France, Britain, Italy, and Canada have met annually to discuss international economic and political issues. Regular summitry of this sort is virtually unprecedented in modern diplomacy. Proponents see the Western summits as providing collective leadership that is vital in a turbulent world, while critics dismiss summitry as distracting and even damaging to political and economic stability.Hanging Together charts the modern dilemma between economic interdependence and national sovereignty. It assesses the history, decisions, successes, and failures of the seven-power summits from Rambouillet in 1975 to the 1983 meeting at Williamsburg, and looks forward to the 1984 summit in London. The authors show how the growing importance of international commerce and finance has caused national and international politics to become entangled, and how national borders have become more permeable. Born in an era of waning American hegemony, the summits reveal the tension between American leadership and collective Western management of the world economy. The authors also trace the struggles of heads of state to balance the conflicting imperatives of personal authority and bureaucratic expertise. Because summits involve the power and prestige of each country's highest authorities, summitry reveals in concentrated form how these conflicts are expressed and managed.As a blend of contemporary history and political economy, Hanging Together demonstrates that summits are not isolated annual encounters, but part of a continuous process of international and domestic negotiation about the most important and controversial issues facing all governments today.

China's policy related to climate change is a complex and seemingly contradictory amalgam of initiatives across a range of policy areas. Nonetheless, a nuanced understanding of China's stance on climate change is necessary to understand the process of international climate negotiations. This article seeks to clarify and expand understanding of China's climate policy through an analysis of how specific aspects of climate policy relate to the core interests of the Chinese Communist Party. Climate change presents both threats and opportunities to these interests, and it is chiefly the calculus of threat and interest which guides China's policy on climate change.

The process of negotiation, standing as it does between war and peace in many parts of the globe, has never been a more vital process to understand than in today's rapidly changing international system. Students of negotiation must first understand key IR concepts as they try to incorporate the dynamics of the many anomalous actors that regularly interact with conventional state agents in the diplomatic arena. This hands-on text provides an essential introduction to this high-stakes realm, exploring the impact of complex multilateralism on traditional negotiation concepts such as bargaining, issue salience, and strategic choice. Using an easy-to-understand board game analogy as a framework for studying negotiation episodes, the authors include a rich array of real-world cases and examples to illustrate key themes, including the intensity of crisis situations for negotiators, the role of culture in communication, and the impact of domestic-level politics on international negotiations. Providing tools for analyzing why negotiations succeed or fail, this innovative text also presents effective exercises and learning approaches that enable students to understand the complexities of negotiation by engaging in the diplomatic process themselves.

One avenue for reducing the net emissions of greenhouse gases (GHG) under the Framework Convention on Climate Change (FCCC) is the joint implementation (JI) of policies and projects to the Convention. Although debate on the practical aspects of JI projects is relatively young, it already includes issues concerning the ability of governments to accept JI projects as well as the project participants` capacity to monitor, evaluate, and verify the financial and GHG benefits. The focus of this paper is an in-depth, country-by-country analysis of current and conceivable institutions in potential host countries. To understand these concerns better, in August 1994 the authors asked colleagues in five developing countries to evaluate their countries` institutional capacity for JI projects. Their perspectives are presented here as individual country case studies. The five countries--Mexico, Egypt, Thailand, India, and China--were chosen because each has significant potential for JI projects.

The traditional Western diplomatic approach to international negotiation is compared with an intercultural approach. The implicit assumptions underlying the universal “culture” of diplomacy and the American values in which these assumptions are grounded are discussed. Individual levels of cultural awareness including cultural chauvinism, ethnocentrism, tolerance, minimization, and cultural understanding are described, and their influence on the interpersonal processes of international negotiation are illustrated through a consideration of the Iraq/U.S. diplomatic meetings in Geneva in 1991. Finally, the potential of the intercultural approach is discussed.