Catalogue Search | MBRL
Are you sure you want to remove the book from the shelf?
{{itemTitle}}
26,009
result(s) for
"Deals."
Sort by:
The art of technical closing : how technical people can build immediate rapport, eliminate resistance and win more deals by turning closing into a natural process
\"Closing deals is among the most important skills that are essential to assure business continuity and career improvement. yet it is not given much attention during the academic years - in almost all technical specialties such as Computer Science and Engineering. this fact has a shocking impact on us - technical people - as we only learn to focus on solution-related issues such as design and implementation. We simply have a problem or a requirement, and we learn how to create a solution to it. That is often not the case in the real world. whether you are an engineer, a programmer, a pharmacist or from any other technical profession, you will find yourself forced to start dealing with customers in order to progress with your career, and even more if you have decided to start your own business. If you are serious about improving your career, i very much urge you to pay serious attention to improving your sales and deal-closing skills. otherwise, you would find yourself facing unnecessary career challenges. in the art of technical closing, you will find a result-oriented methodology that can help technical professionals in gaining immense and intensive understanding of the most necessary skills required to start winning deals. this book will provide you with many shortcuts. you will find the tips and advices that are easy to implement and very effective. being a software engineer myself, i tried to be as straightforward as possible. i wish you a pleasant read and hope that you would benefit from my book.\"
Book
Employee idiosyncratic deals (i-deals) and organizational justice: the role of individual job performance and coworkers’ i-deals
PurposeIdiosyncratic deals (i-deals) have been shown to influence several employee outcomes positively. To extend the research, the authors examine the effect of i-deals on employees’ perceptions of organizational justice, in particular, how the relationship between employees’ own i-deals and organizational justice is affected by employees' job performance as well as their perceptions of coworkers’ i-deals.Design/methodology/approachThe authors tested the theoretical model using survey data from 182 hotel employees.FindingsResults show that i-deals are positively related to employees’ perceptions of organizational justice and that such effects are stronger among high performing employees. The effect of i-deals on organizational justice was also more pronounced among employees who viewed coworkers as having successfully negotiated i-deals.Practical implicationsThe authors' findings suggest that organizations can benefit from providing i-deals through employees’ enhanced perceptions of organizational justice. The paper thus recommends that organizations understand the impact of providing more flexible human resources (HR) practices and customized work arrangements that are aligned with individual goals and needs. This may be particularly relevant to high performers. Furthermore, the findings suggest that organizations may want to make i-deals available to employees more widely than to just a few selected individuals.Originality/valueThis study is one of a few attempts that empirically investigate the relationship between i-deals and organizational justice. The findings of this study shed light on the possibility that employees develop positive justice perceptions toward employeesʼ organization based on the appreciation of the customized work arrangements granted to both themselves and others.
Journal Article
Negotiation made simple : a practical guide for solving problems, building relationships, and delivering the deal
Negotiators might be born, but great negotiators are made. This book offers a useful and comprehensive approach to negotiation that can springboard a career or a company, one deal at a time. Business and organizational leaders spend well over half of their professional time engaged in this process. It is the way they do deals, lead employees, and manage relationships. Most leaders learn to negotiate on the job through a long process of trial and error. In today's competitive marketplace, there is no time for experimentation, nor room to make mistakes. The good news is by mastering negotiation, the next level of success is actually closer than it appears. The actionable advice and practical guidance offered in this book give a roadmap for every type of negotiation. Through case studies, illustrations, exercises, and personal stories, Lowry shows how to: Make strategic decisions - move from doing what is comfortable to doing what is most strategic. Manage the process - carefully balance the urge to compete with the need to collaborate. Deliver the deal - fine-tune the negotiation process to achieve the desired outcome. This book makes it easy to join the ranks of leaders who have experienced unprecedented success by making negotiation simple.
Book
If cats disappeared from the world
The postman's days are numbered. Estranged from his family, living alone with only his cat Cabbage to keep him company, he was unprepared for the doctor's diagnosis that he has only months to live. But before he can tackle his bucket list, the Devil appears to make him an offer.
BOOK
When are overqualified employees creative? It depends on contextual factors
The research on perceived overqualification has mainly examined its negative consequences. Defined, employees who feel overqualified have surplus talent and thus can be excellent workers if managed properly; yet, empirical evidence in this domain is lacking. Building on person–environment fit theory, this research explored whether, when, and how employees who feel overqualified can engage in creative performance. The results of a multi-source field study (N = 113 employees and 19 supervisors) supported theoretical predictions. Perceived overqualification was related positively to supervisor-rated creative performance when these workers felt supported and appreciated and successfully negotiated developmental idiosyncratic deals. Opportunities to mentor others had an impact on the relationship between perceived overqualification and supervisor-rated creativity, although the simple slopes were non-significant. This study is novel in that it unpacked actionable steps that organizations can utilize to motivate this large segment of workforce to use their surplus qualifications constructively by, for example, engaging in creative performance.
Journal Article
Nation-dyadic history and cross-border corporate deals
Research Summary This paper explores why and how nation‐dyadic history impacts aggregated firm decisions involving cross‐border activities (acquisitions, joint ventures, and alliances). We contextualize history and illustrate the negative effect of historical conflict on cross‐border deals. Nation‐dyads with historical conflict incorporate negative sentiments into their social and collective memories and national identities. Members of society assume the socially constructed national identity via primary and secondary socialization. National identities incorporate sentiments towards other nations and condition individuals' preferences, culminating in a preference‐biased search for or preference‐supporting evaluation of information concerning cross‐border deals. An increased generational distance from prior conflict and a higher percentage of graduates with common professional identities constructed by higher education in the social sciences, law, and business dampen the negative influence of historical conflict. Managerial Summary There is a reciprocal relationship between international trade and conflict across two nations: as the potential for conflict increases, trade levels fall, and as trade levels increase, the potential for conflict rises. We disentangle this relationship and determine the implications of historical conflict between two nations for cross‐border corporate deals (i.e., acquisitions/joint ventures/alliances). We show that, controlling for other factors, more frequent historical conflict discourages cross‐border corporate deals. We see this finding as a result of biased decision making based on preferences which reflect sentiments formed by national identities. Two mechanisms dampen the negative relationship between binational conflict and cross‐border deals: a higher percentage of business/law/social sciences graduates and a higher number of generations passed since the last conflict.
Journal Article
Getting the deal: a qualitative inquiry into the task and developmental i-deal obtainment process
PurposeIdiosyncratic deals, or i-deals, are customizations that employees make to their jobs with the consent of their organization. This study investigates how employees obtain their task and developmental (T&D) i-deals by using qualitative data obtained from professionals in India.Design/methodology/approachIn-depth, qualitative interviews were conducted with 27 professionals employed in diverse services firms in India. Data was analysed using the Gioia guidelines (Gioia et al., 2013).FindingsThe findings show a four-stage i-deal obtainment process that highlights how the desire for a T&D i-deal emerges, strengthens and materializes into an actual discussion or negotiation, and the routes employees take depending upon the success or failure of the i-deal discussion.Originality/valueI-deals obtainment is a four-stage cyclical process, encompassing several factors, including attempts at credibility building by the i-dealer, assessing the availability of the i-deal within the organization and using influence tactics during the i-deal discussion. The application of social learning theory accentuates understanding of the i-deal obtainment process, particularly how employees develop and recognize the desire for an i-deal and how they progress through the four stages.
Journal Article
One of a kind: How stacked discounts make customers feel smart
This research investigates the effectiveness of stacked discounts, which allow consumers to combine multiple discounts into a single deal. In a series of studies using both secondary data and experiments, we identified a positive effect of stacked discounts over a single discount of the same face value. Computational errors do not account for the observed effect. We further demonstrate that stacked (vs. single) discounts are perceived as more unique, which elicits smart-shopper feelings and increases the likelihood of purchase. However, stacked discounts are also perceived as more complex than a single discount, which can negatively impact smart-shopper feelings and purchase intentions. The effects are generalizable to stacked discounts with various characteristics (e.g., same vs. different discount format; simultaneous vs. sequential presentation, offered by retailers vs. mixed with third parties; consumer self-compiled vs. shared by other customers). We also found that the stacked discount effect is more pronounced for a smaller discount magnitude (e.g., 25 % off) than for a substantial one (e.g., 65 % off).
Journal Article
A model of idiosyncratic deal-making and attitudinal outcomes
Purpose
– The purpose of this paper is to disentangle the relationship between the request of idiosyncratic deals (i-deals) and the receipt of such deals, and investigate the moderating roles of human capital (gender and industry experience) and social capital (leader-member exchange (LMX)) in this relationship. Attitudinal outcomes of i-deals receipt are also examined.
Design/methodology/approach
– Data were collected from 244 alumni of a Midwestern public university.
Findings
– The positive relationship between i-deals request and receipt was stronger at higher than at lower levels of LMX. Receiving i-deals was related positively to job satisfaction and affective commitment, and negatively to turnover intention.
Research limitations/implications
– The authors provide a nuanced perspective of i-deals by separating employees’ request from their receipt of i-deals, and identifying contingent factors that determine whether i-deal requests are successful.
Practical implications
– For employees, cultivating a strong relationship with one’s supervisor can yield benefits that extend to i-deals negotiation. Providing i-deals to deserving workers can boost employees’ work attitudes.
Originality/value
– Previous studies have operationalized the i-deals construct as requesting and receiving the deal, thereby excluding the possibility that employees may have requested but did not receive the i-deal. This is one of the first studies to disentangle these two concepts, thereby providing a more balanced and representative view of i-deal-making in organizations.
Journal Article